USAID LESTARI Final Work Plan · 2019-11-20 · USAID LESTARI Final Work Plan: October 2019 –...

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USAID LESTARI

FINAL WORK PLAN

OCTOBER 1, 2019 TO JULY 22, 2020

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech ARD.

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This publication was prepared for review by the United States Agency for International Development under Contract # AID-497-TO-15-00005. The period of this contract is from July 2015 to July 2020. Implemented by:

Tetra Tech P.O. Box 1397 Burlington, VT 05402

Tetra Tech Contacts:

Reed Merrill, Chief of Party [email protected] Rod Snider, Project Manager [email protected]

Cover Photograph: Clockwise from left: High Conservation Value monitoring training with private sector partners in Central Kalimantan; capacity building training in cacao production with farmers in Aceh; community-led forest monitoring patrols in Nayaro Village, Papua.

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USAID LESTARI

FINAL WORK PLAN

OCTOBER 1, 2019 TO JULY 22, 2020 DISCLAIMER

This document is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this document are the sole responsibility of Tetra Tech ARD and do not necessarily reflect the views of USAID or the United States Government.

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TABLE OF CONTENTS Acronyms and Abbreviations ..................................................................................................... vExecutive Summary ..................................................................................................................... 1Ringkasan Eksekutif .................................................................................................................... 4Introduction .................................................................................................................................. 9Challenges and Opportunities .................................................................................................. 16Key Final Year Priorities ............................................................................................................ 17LESTARI Technical Themes ..................................................................................................... 18Technical Theme 1: Forest & Land Use Governance & Advocacy ............................................... 18

LESTARI 1 – Awareness and Advocacy .......................................................................................... 18LESTARI 2 & 3 – Sustainable Forest and Land Use Governance ................................................... 19

Technical Theme 2: Improved Conservation & Forest management ........................................... 20LESTARI 4 – Co-Management and FMU Strengthening ................................................................. 20LESTARI 5 – Protected Area Management and Key Species Conservation ................................... 21

Technical Theme 3: Private Sector Engagement ............................................................................ 21LESTARI 6 – Green Enterprises ...................................................................................................... 21LESTARI 7 – Private Sector Best Management Practices .............................................................. 22LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management ........................ 22

Landscape Initiatives ................................................................................................................. 24Leuser Landscape ........................................................................................................................... 26Katingan-Kahayan Landscape ......................................................................................................... 37Papua Provincial Initiatives .............................................................................................................. 48Lorentz Lowlands Landscape .......................................................................................................... 51Mappi-Bouven Digoel Landscape .................................................................................................... 58Cyclops Landscape .......................................................................................................................... 63

Knowledge Management and National-level Linkages .......................................................... 67Grants Fund ................................................................................................................................ 71Gender Integration ..................................................................................................................... 72Project Management, Coordination, and Communications ................................................... 73Appendix 1: Performance Indicators ....................................................................................... 76Appendix 2: Results Framework .............................................................................................. 80Appendix 3: Landscape Situation Models ............................................................................... 81Appendix 4: Map of Technical Components and Tasks to Strategic Approaches .............. 85Appendix 5: LESTARI Team ...................................................................................................... 88Appendix 6: Project Staffing Chart .......................................................................................... 89

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ACRONYMS AND ABBREVIATIONS AMEP Activity Monitoring and Evaluation Plan BAPPEDA Regional Development Planning Agency BAPPENAS Ministry of National Development Planning BKSDA Nature Conservation Agency BLU Public Service Agency BMP Best Management Practice BRG National Peatland Restoration Agency BUMK/Des Village-owned Enterprise CA Conservation Area CDK Jayapura District Forestry Branch Office CLA Collaborating, Learning, and Adapting CMMP Conservation Management and Monitoring Plan CSO Civil Society Organization COP / DCOP Chief of Party / Deputy Chief of Party DAK Special Budget Allocation Fund DBH-DR Special Budget for Reforestation DLHK Environment and Forestry Agency DPMK/DPMPK Village Empowerment Agency DPMPTSP One-Stop-Shop / Dinas Penanaman Modal Dan Pelayanan Terpadu Satu Pintu DPRD People’s Representative Council of Indonesia FMU / KPH Forest Management Unit FPIC Free, Prior, and Informed Consent FREL Forest Reference Emission Level GGGI Global Green Growth Institute GHG Greenhouse Gas GOI Government of Indonesia HCS High Carbon Stock HCV High Conservation Value HPH Natural Forest Timber Concession KLHK Ministry of Environment and Forestry KSDAE Directorate General of Natural Resources and Ecosystem Conservation LCP Landscape Conservation Plan LEDS Low Emission Development Strategy LMS Learning Management System LOP Life of Project LTTA Long-Term Technical Assistance M&E Monitoring and Evaluation METT Management Effectiveness Tracking Tool MIS Management Information System MMP Community-based forest patrol unit / Masyarakat Mitra Polisi Kehutanan MOU Memorandum of Understanding MSI Multi-Stakeholder Initiative MSF Multi-Stakeholder Forum MSU Michigan State University NCBA U.S. National Cooperative Business Association NGO Non-Governmental Organization NP National Park NTFP Non-timber Forest Product ODK Open Data Kit OSS Online Single Submission for Licensing OU Orangutan PA Protected Area PES Payment for Environmental Services PPP Public-Private Partnership RIL-C Reduced Impact Logging RKT Provincial Development Plan RPJM District Development Plan

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RPJMD Regional Development Plan RPJMDes / Kampung Village-level Development Plan RPJP Long-Term Management Plan RTRWK / RTRWP District / Provincial Spatial Plan RSWR Rawa Singkil Wildlife Reserve SCAA Sustainable Cooperative Agribusiness Alliance SEA / KLHS Strategic Environmental Assessment SIAT Aceh Integrated Spatial Information System SIMTARU Management Information System for Spatial Planning SMART Spatial Monitoring and Reporting Tool SOP Standard Operating Procedure SST Sustainability Screening Tool STTA Short-Term Technical Assistance TNL Lorentz National Park ToC Theory of Change UKCCU United Kingdom Climate Change Unit UMP Universitas Muhammadiyah at Palangkaraya UNPAR University of Palangkaraya UPPB Natural Rubber Processing and Marketing Unit USAID United States Agency for International Development USDOI United States Department of the Interior USFS United States Forest Service USG United States Government UTZ Certification program for sustainable farming WCS Wildlife Conservation Society WWF World Wildlife Fund

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EXECUTIVE SUMMARY The USAID LESTARI Final Work Plan summarizes the strategy, planned activities, and intended outcomes of the LESTARI project for the final contract period covering October 2019 – July 2020. Its purpose is to support both USAID and the LESTARI project team to clearly program activities for the upcoming final year based on the principles of sustainability, monitor their implementation, and conduct a smooth close out in coordination with partners. The results from these activities will be regularly monitored through the LESTARI Activity Monitoring and Evaluation Plan and reported through quarterly and final reports. Over the course of four years, the LESTARI team and partners have designed and implemented a broad range of impactful initiatives across the 6 project landscapes in Aceh, Central Kalimantan, and Papua. These have contributed to improved landscape management and biodiversity conservation practices by government, community, and private sector partners. Entering the fifth and final year, the main objective is to ensure greater self-reliance, application, and sustainability of LESTARI-developed tools, approaches, and methodologies after project completion. This means that they are institutionalized, receive budget support, and are carried forward effectively by relevant partners. The conditions required to achieve sustainability vary significantly between landscapes given their diverse nature, but all require a combination of the following four aspects which comprise the LESTARI sustainability framework. They will guide the implementation of all landscape activities in the final year.

● Integration within official policies and plans – to institutionalize the tool/approach within official government processes and serve as the legal basis for its continued or amplified implementation post-project

● Budget support – to ensure that multi-stakeholders commit appropriate funds to support the implementation of the tool/approach post-project

● Institutional strengthening – to equip government, private sector, academia, and community-based organizations with the knowledge, skills, and procedures to implement the tool/approach with greater self-reliance

● Knowledge management – to document LESTARI best practices and share lessons learned in a manner that is valued, accessible, adopted, and replicated by partners.

A key indicator related to sustainability is budget leveraging (#13). Over Years 1-4, LESTARI has leveraged more than USD 22 million from the budgets of national and sub-national government, private sector, and NGO partners. This has ensured funds are made available for national park management, FMU institutional strengthening, social forestry, and other conservation priorities. The final year target is to leverage an additional USD 14.5 million bringing the LOP total to USD 36.5 million. The LESTARI team will also continue to pursue indicator #2 for forest areas under improved management. Over Years 1-4, the LESTARI team achieved a total of 6.38 million hectares under improved management across all landscapes. Final year activities will support the safeguarding and maintaining of good management practices in these areas. In addition, the LESTARI team will work towards achieving an additional 2.07 million hectares in the final year. This will bring the final total to an expected 8.45 million hectares by project end, exceeding the contractual target of 8.42 million hectares. The final year target is broken down per landscape and approach in the table below. Additional technical focus will be on achieving remaining targets for indicators #1 for GHG emissions reduction (acquiring and analyzing up-to-date land cover data), #5 for improved

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licensing (concentrated at the district level in Papua), and #11 for FMU strengthening (5 FMUs in Central Kalimantan, 1 in Lorentz Lowlands, and 1 in Mappi-Bouven Digoel).

AREAS UNDER IMPROVED MANAGEMENT – FINAL YEAR TARGETS

Landscape Area (ha) Key Approaches

Leuser 6,095 Co-management for watershed protection in FMU III area

Katingan-Kahayan 922,087

Improved management capacity in FMU IV, XII, XV, XXXII, XXIX, XIII, I, XI, XIX, and XXI

Adoption of conservation monitoring and management plans by two timber concession partners

Papua Landscapes 1,141,666

Co-management agreements for conservation and sustainable natural resource use between communities and local government

Improved spatial planning with conservation set asides

Land use rationalization in oil palm concessions

Improved management capacity in FMU 53 and 6

TOTAL 2,069,848 Please refer to Appendix 1 for a breakdown of final year targets for all 16 project indicators and the LESTARI Activity Monitoring and Evaluation Plan (AMEP) for details on how indicators are defined and assessed. In the first four years of LESTARI, landscape initiatives were designed and implemented based on achieving yearly indicator targets. In the final year, the initiatives will remain the same as the previous year in order to maintain continuity and achieve remaining targets. However, implementation will be geared towards higher level partner engagement, institutionalization within government policies and programs, phasing down LESTARI support, and handing over activities to partners to ensure long-term continuation of project impacts. Each landscape initiative matrix starts with the required conditions for sustainability, identifies the implementation strategy and key partner agencies, and lists the sustainability milestones to track progress. Based on the project exit strategy and related closedown schedule of field offices, the landscape work plans cover 7 months of field activities in Aceh and Central Kalimantan (offices to be closed in April 2020) and 8 months in Papua (offices to be closed in May 2020). The initiatives are listed below. Leuser Landscape:

• Provincial Land Use Licensing Monitoring and Enforcement

• Sub-national Program and Budget Leveraging

• FMU, Co-management and Sustainable Livelihoods

• PA METT Co-management Support and Key Species Conservation in Leuser National Park and Singkil Wildlife Reserve

Katingan-Kahayan Landscape: • Sub-national Program and Budget Leveraging

• FMU, Co-management, and Sustainable Livelihoods

• PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and Bukit Baka Bukit Raya National Parks


• Private Sector Best Management Practices

Papua Landscapes:

• Provincial: Land-use Planning and Governance

• Lorentz Lowlands: Spatial Plan Review, Revision, Monitoring, and Enforcement

• Lorentz Lowlands: Mangrove and Cultural Heritage Sites Co-Management Agreements

• Lorentz Lowlands: Lorentz Co-management for Improved Conservation

• Mappi-Bouven Digoel: Land Use Rationalization through Spatial Plan Review, Monitoring, and Reporting

• Mappi-Bouven Digoel: Land Use Rationalization with the Private Sector

• Sarmi: Private Sector Best Management Practices

• Cyclops: Conservation Co-management and Sustainable Livelihoods

At the national level, the LESTARI team will work on a number of focused initiatives aimed to amplify and sustain the tools, approaches, and lessons learned from LESTARI landscapes to other critical areas through coordination with relevant directorates under the Ministry of Environment and Forestry (KLHK). Some specific focus areas include social forestry, wildlife conflict mitigation, government budget leveraging, FMU strengthening, and SMART patrol data sharing (with BIJAK). To better amplify and share knowledge generated from the project, LESTARI will conduct participatory multi-stakeholder learning events to be held in each of the three provinces and at the national level as collaborative platforms to share and discuss lessons learned, successful approaches, and remaining challenges after 5 years of LESTARI. These events will be held in partnership with KLHK, BAPPENAS, and USAID, and invite local forestry offices and other GOI partner agencies, BIJAK, other donor organizations, partner NGOs, and civil society organizations. Stakeholders will be given the opportunity to openly share perspectives, deepen their visions for sustainable landscape management and biodiversity conservation, and identify opportunities to build synergies and better leverage local resources to scale effective best practices. Project management and coordination activities will focus on efficient technical and operational closedown of activities, remaining subcontracts and grants, and field offices. LESTARI senior management will ensure thorough documentation of results and completion of final contract deliverables prior to the project end date of July 22, 2020. Operational closeout will proceed based on the LESTARI Demobilization Plan to be submitted in January 2020. It is also important to note that as of September 2019, the political and security situation in Papua has deteriorated significantly following a series of protests and unrest. The LESTARI team will strive to achieve its ambitious targets in Papua landscapes through the end of the contract, however given current circumstances, the safety and security of staff, partners, and assets will be prioritized. Any necessary and significant adjustments to work schedule will be communicated to USAID in a timely manner. The LESTARI Final Work Plan was developed by the LESTARI team through a collaborative workshop in Jakarta in August 2019. The workshop was led by LESTARI senior management and technical staff and included key field staff from Aceh, Central Kalimantan, and Papua landscapes as well as representatives from USAID. The workshop involved a review of progress to date, discussion of final year objectives, and the development of detailed landscape activities. These are oriented around sustainability, final target achievement, and partner handoff. The LESTARI team plans broad partner consultations of the Work Plan at the national, provincial, and landscape levels once it has been approved by USAID.


RINGKASAN EKSEKUTIF Rencana kerja akhir USAID LESTARI menyajikan rangkuman strategi, rencana kegiatan, dan hasil yang diharapkan dari proyek LESTARI untuk periode akhir kontrak yang mencakup Oktober 2019 hingga Juli 2020. Tujuannya adalah untuk mendukung Tim USAID dan tim proyek LESTARI dalam menyusun secara jelas program kegiatan untuk periode tahun terakhir mendatang berdasarkan prinsip keberlanjutan, memantau pelaksanaannya, dan menyelesaian proyek dengan baik melalui koordinasi dengan para mitra kerja. Hasil dari kegiatan ini akan dipantau secara berkala melalui rencana pemantauan dan evaluasi aktivitas LESTARI dan melalui laporan yang diterbitkan secara triwulanan dan laporan akhir. Selama empat tahun, tim LESTARI dan para mitra telah merancang dan menerapkan berbagai program yang berdampak di seluruh enam lansekap proyek di Aceh, Kalimantan Tengah, dan Papua. Hal ini telah memberikan kontribusi dalam hal peningkatan pengelolaan lansekap dan praktik konservasi keanekaragaman hayati oleh pemerintah, masyarakat, dan mitra sektor swasta. Memasuki tahun kelima dan terakhir, tujuan utamanya adalah untuk memastikan kemandirian yang lebih besar, penerapan, dan keberlanjutan penggunaan perangkat kerja, pola pendekatan, dan metodologi yang telah dikembangkan oleh LESTARI setelah proyek selesai. Ini berarti bahwa praktik seperti ini dapat dilembagakan, dengan mendapat dukungan anggaran, dan diteruskan secara efektif oleh para mitra terkait. Meskipun kondisi setiap lansekap sangat beragam, namun semua lansekap memerlukan kombinaasi dari empat aspek yang merupakan kerangka kerja keberlanjutan LESTARI sebagai syarat untuk memastikan kondisi lanskap dapat berkelanjutan. Ke empat aspek ini akan menjadi panduan dalam melaksanakan semua kegiatan lansekap pada tahun terakhir.

• Mengintegrasikan kebijakan dan perencanaan secara resmi - melembagakan alat /pola pendekatan yang telah dihasilkan oleh LESTARI ke dalam kebijakan pemerintah dan menjadi dasar hukum agar program dapat berkelanjutan atau diperkuat setelah proyek selesai;

• Tersedianya anggaran yang mendukung - untuk memastikan bahwa para pemangku kepentingan memiliki komitmen untuk menyediakan dana yang cukup untuk mendukung penggunaan alat/pola pendekatan pasca-proyek;

• Penguatan kelembagaan – untuk melengkapi pemerintah, sektor swasta, akademisi, dan organisasi berbasis masyarakat dengan pengetahuan, ketrampilan, dan prosedur untuk mengimplementasikan alat/pendekatan dengan kemandirian yang lebih besar;

• Manajemen pengetahuan – untuk mendokumentasikan praktik terbaik LESTARI dan berbagi pengetahuan yang berharga, yang dapat diakses, diadopsi, dan direplikasi oleh para mitra kerja.

Indikator utama yang terkait keberlanjutan adalah mobilisasi anggaran (#13). Terhitung semenjak tahun pertama hingga tahun keempat, LESTARI telah mendorong mobilisasi penggunaan anggaran yang bersumber dari pemerintah pusat, pemerintah daerah, sektor swasta, dan mitra LSM untuk mendukung berbagai kegiatan konservasi dengan nilai mencapai lebih dari USD 22.000.000. Proses ini termasuk dalam memastikan ketersediaan dana bagi pengelolaan Taman Nasional, penguatan kelembagaan KPH, pendampingan Perhutanan Sosial, dan prioritas konservasi lainnya. Target mobilisasi anggaran pada tahun terakhir adalah USD 14.500.000 sehingga total capaian secara keseluruhan proyek nantinya akan mencapai nilai sebesar USD 36.500.000. Tim LESTARI juga akan terus berusaha untuk mencapai indikator #2 terkait luas kawasan hutan dengan pengelolaan yang lebih baik. Semenjak tahun pertama hingga tahun keempat, tim LESTARI telah mendukung dalam peningkatan pengelolaan kawasan hutan yang lebih baik


dengan luas total yang mencapai 6.380.000 hektar di seluruh lanskap. Kegiatan pada tahun terakhir akan lebih banyak dalam mendukung berbagai upaya praktik pengelolaan terbaik/best management practice agar tetap dapat dilakukan pada kawasan-kawasan tersebut. Selain itu, pada tahun terakhir ini juga tim LESTARI akan berupaya untuk dapat mencapai tambahan 2.070.000 hektar. Dengan tambahan tersebut, maka pada akhir proyek nanti diharapkan jumlah total luas kawasan hutan dengan pengelolaan yang lebih baik dapat mencapai total 8.450.000 hektar. Nilai ini melampaui dari target yang sebelumnya telah disepakati yaitu seluas 8.420.000 hektar. Target tahun terakhir ini selanjutnya dibagi per lansekap dengan berbagai pendekatan yang akan dilakukan sebagaimana yang disajikan dalam tabel di bawah ini. Kegiatan-kegiatan teknis lain yang akan dilakukan untuk mencapai target yang masih tersisa pada tahun terakhir ini adalah Indikator #1 terkait dengan pengurangan emisi GRK (Menganalisis berdasarkan data luas tutupan lahan yang terbaru), #5 Meningkatkan kualitas proses perizinan (Akan fokus ditingkat kabupaten diPropinsi Papua), dan #11 Memperkuat KPH (5 KPH di Prop. Kalimantan Tengah, 1 di Kab.Mimika, dan 1 di Kab. Mappi-Bouven Digoel).

KAWASAN YANG DIKELOLA DENGAN PERBAIKAN – TARGET TAHUN TERAKHIR

Lansekap Luas (ha) Pendekatan Utama

Leuser 6,095 Pengelolaan kolaboratif untuk perlindungan DAS di Kawasan lindung KPHL III

Katingan-Kahayan 922,087

Peningkatan kapasitas kelembagaan di KPH IV, XII, XV, XXXII, XXIX, XIII, I, Xi, XIX, dan XXI

Adopsi sistem Rencana Pemantauan dan Pengelolaan Areal Konservasi oleh dua mitra pemegang ijin konsesi kayu

Papua 1,141,666

Kesepakatan pengelolaan kolaboratif untuk konservasi dan pemanfaatan sumberdaya alam berkelanjutan antara masyarakat dan pemerintah daerah

Perbaikan perencanaan tata ruang dengan pola konservasi

Rasionalisasi penggunaan lahan dalam konsesi perkebunan kelapa sawit

Peningkatan kapasitas kelembagaan di KPHP 53 Boven Digul dan KPHL 6 Mimika

TOTAL 2,069,848 Rincian target tahun terakhir untuk keseluruhan 16 indikator proyek dapat dilihat pada Lampiran 1 dalam laporan ini, serta mempelajari dokumen Rencana Pemantauan dan Evaluasi Kegiatan/Activity Monitoring & Evaluation Plan (AMEP) proyek LESTARI untuk melihat secara lebih jelas bagaimana suatu indikator didefinisikan dan dinilai. Dalam empat tahun pertama proyek LESTARI, program-program disetiap lansekap dirancang dan diimplementasikan berdasarkan target capaian indikator tahunan. Pada tahun terakhir ini, program yang akan dilakukan akan tetap sama dengan tahun sebelumnya dalam rangka mempertahankan keberlanjutan program, dengan tetap mengejar target tersisa yang belum tercapai. Secara lebih jauh, implementasi program pada tahun ini akan lebih diarahkan kepada pelibatan para mitra kerja secara aktif pada setiap inisiatif yang dilakukan, internalisasi program ke dalam kebijakan pemerintah, mengurangi sedikit demi sedikit dukungan LESTARI kepada mitra serta mulai menyerahkan kegiatan proyek kepada para mitra untuk memastikan dampak proyek yang berkelanjutan secara jangka panjang. Setiap matriks program lansekap dimulai dengan menentukan bentuk kondisi ideal yang diperlukan untuk keberlanjutan, mengidentifikasi


strategi implementasi berikut mitra utamanya, dan membuat daftar tolok ukur keberlanjutan agar setiap perkembangan maupun kemajuan yang dicapai dapat terukur. Berdasarkan rencana “exit strategy“ serta rencana penutupan kantor lapangan yang ada, maka pada rencana kerja tahun terakhir ini durasi implementasi kegiatan di Aceh dan Kalimantan Tengah akan berlangsung selama tujuh bulan (kantor akan ditutup pada bulan April 2020). Sedangkan durasi implementasi kegiatan di Papua akan berlangsung selama delapan bulan (kantor akan ditutup pada Mei 2020). Adapun program-program pada tahun terakhir yang diusulkan pada setiap lansekap adalah sebagai berikut: Lansekap Leuser:

• Pemantauan dan Penertiban Perizinan Pemanfaatan Lahan di Tingkat Provinsi

• Program Pemerintah Daerah dan Mobilisasi Anggaran

• KPH, Pengelolaan Kolaboratif dan Program Peningkatan Mata Pencaharian Berkelanjutan

• METT Kawasan Konservasi, Pengelolaan Kolaboratif untuk Mendukung Konservasi Spesies Kunci di Taman Nasional Gunung Leuser dan Suaka Margasatwa Rawa Singkil

Lansekap Katingan-Kahayan: • Program Pemerintah Daerah dan Mobilisasi Anggaran

• KPH, Pengelolaan Kolaboratif dan Program Peningkatan Mata Pencaharian Berkelanjutan

• METT Kawasan Konservasi, Pengelolaan Kolaboratif untuk Mendukung Konservasi Spesies Orangutan di Taman Nasional Sebangau dan Taman Nasional Bukit Baka Bukit Raya

• Praktik Pengelolaan Terbaik/Best Management Practice (BMP) oleh Sektor Swasta dalam Pengelolaan Hutan

Lansekap Papua:

• Provinsi: Rencana dan Tata Kelola Lahan

• Lorentz Lowlands: Peninjauan, Revisi, Monitoring serta Penyelenggaraan Perizinan dan Tata Ruang,

• Lorentz Lowlands: Kesepakatan Pengelolaan Kolaboratif untuk mengelola Situs Mangrove dan Cagar Budaya

• Lorentz Lowlands: Pengelolaan Kolaboratif untuk Peningkatan Upaya Konservasi di wilayah Lorentz

• Mappi-Bouven Digoel: Rasionalisasi Pemanfaatan Lahan melalui Review, Monitoring, dan Pelaporan Tata Ruang Daerah

• Mappi-Bouven Digoel: Rasionalisasi Pemanfaatan Lahan dengan Sektor Swasta

• Sarmi: Praktik Pengelolaan Terbaik/Best Management Practice (BMP) oleh Sektor Swasta Dalam Pengelolaan Hutan

• Cyclops: Pengelolaan Kolaboratif untuk Peningkatan Upaya Konservasi dan Program Peningkatan Mata Pencaharian Berkelanjutan

Pada tingkat nasional, LESTARI akan bekerja pada beberapa program yang bertujuan untuk mendorong pemanfaatan secara lebih luas terhadap berbagai alat, pendekatan dan pembelajaran yang telah dihasilkan dari seluruh landsekap untuk dapat diterapkan pada wilayah-wilayah lain di Indonesia dengan cara menjalin koordinasi dengan direktorat terkait dibawah Kementerian Lingkungan Hidup dan Kehutanan. Beberapa aspek yang menjadi fokus ditingkat ini meliputi perhutanan sosial, mitigasi konflik manusia dengan satwa liar, pemanfaatan


anggaran pemerintah untuk konservasi, penguatan KPH dan berbagi data SMART Patrol (berkolaborasi dengan BIJAK). Agar berbagai hasil proyek LESTARI dapat terdesiminasikan dengan baik dan agar dapat lebih bermanfaat secara luas, LESTARI dalam waktu dekat akan melakukan kegiatan pembelajaran yang akan melibatkan para pihak secara partisipatif di tiga provinsi dan ditingkat nasional. Kegiatan ini dimaksudkan sebagai media bersama dalam berbagi pengetahuan dan kisah sukses dari berbagai pendekatan yang selama ini dilakukan, serta membahas berbagai pembelajaran yang diperoleh berikut dengan berbagai tantangan yang dihadapi selama dan setelah lima tahun LESTARI berjalan. Acara ini akan diselenggarakan bersama KLHK, BAPPENAS dan USAID, dengan mengundang peserta dari Dinas Kehutanan Propinsi beserta Dinas terkait, BIJAK, Donor, LSM serta mitra lainnya. Dalam kegiatan ini para pemangku kepentingan akan diberi kesempatan untuk berbagi perspektif dan visi masing-masing secara terbuka dan mendalam terkait pengelolaan bentang alam secara berkelanjutan, konservasi keanekaragaman hayati, serta mengidentifikasi berbagai peluang yang ada untuk membangun sinergitas dengan memanfaatkan sumber daya lokal secara lebih baik guna menghasilkan praktik-praktik terbaik yang efektif. Pengelolaan proyek dan kegiatan koordinasi akan fokus pada proses penyelesaian kegiatan teknis dan operasional secara efisien, penyelesaian subkontrak dan hibah/grant yang tersisa, serta penutupan kantor lapangan. Manajemen senior LESTARI akan memastikan bahwa proses dokumentasi hasil akan dilakukan secara menyeluruh dan penyelesaian hasil-hasil kontrak sudah dilakukan sebelum tanggal akhir proyek 22 Juli 2020. Penutupan operasional akan dilanjutkan berdasarkan rencana demobilisasi LESTARI yang akan diajukan pada bulan Januari 2020. Penting juga untuk dicatat bahwa pada September 2019, situasi politik dan keamanan di Papua memburuk secara signifikan setelah terjadi serangkaian aksi protes dan kerusuhan. Tim LESTARI akan berusaha untuk mencapai target yang cukup ambisius di lanskap Papua hingga akhir kontrak, namun mengingat siatuasi yang ada saat ini, keselamatan dan keamanan staf, mitra, dan aset tetap akan diprioritaskan. Setiap perubahan signifikan yang diperlukan terkait rencana dan jadwal kerja, maka akan segera dikomunikasikan kepada USAID. Rencana kerja akhir LESTARI disusun oleh tim LESTARI melalui lokakarya kolaboratif di Jakarta pada bulan Agustus 2019. Lokakarya ini dipimpin oleh manajemen senior LESTARI dan staf teknis dan termasuk para staf kunci lapangan dari Aceh, Kalimantan Tengah, dan Papua serta perwakilan dari USAID. Lokakarya ini mencakup peninjauan kemajuan yang dicapai sampai saat ini, diskusi tujuan tahun terakhir, dan pengembangan kegiatan lanskap secara rinci. Kegiatan ini berorientasi pada keberlanjutan, pencapaian target akhir, dan penyerahan kegiatan kepada para mitra kerja. Tim LESTARI merencanakan akan melakukan konsultasi dengan para mitra secara luas di tingkat nasional, Provinsi, dan di tingkat lansekap setelah rencana kerja ini disetujui oleh USAID.


INTRODUCTION PROJECT OVERVIEW USAID LESTARI partners with the Government of Indonesia (GOI) to reduce greenhouse gas (GHG) emissions and conserve biodiversity in carbon rich and biologically significant forest and mangrove ecosystems. Built on the strong foundation of the USAID IFACS project, LESTARI applies a landscape approach to reduce GHG emissions, integrating forest and peatland conservation with low emissions development (LEDS) on other, already degraded land. This is achieved through improved land use governance, enhanced protected areas management and protection of key species, sustainable private sector and industry practices, and expanded constituencies for conservation among various stakeholders. LESTARI works in close collaboration with the Indonesian Ministry of National Development Planning (BAPPENAS) as well as the Directorate General of Natural Resources and Ecosystem Conservation (KSDAE) of the Ministry of Environment and Forestry. The project is implemented under the leadership of Tetra Tech and a consortium of partners including WWF-Indonesia, Winrock International, Wildlife Conservation Society (WCS), Blue Forests, Yayasan Sahabat Cipta, PT South Pole Indonesia, Michigan State University, and the FIELD Foundation. LESTARI runs from August 2015 through July 2020.

FINAL YEAR VISION FOR SUSTAINABILITY In the first two years of LESTARI, the core of the strategy was to lay a foundation for sustainable impact by operationalizing various tools and approaches and developing landscape level models and networks that foster broadscale buy-in for the project. During Year 3, the focus shifted to more targeted landscape initiatives guided by a Political Economy Analysis. These initiatives were sharpened to become more strategically aligned with entry points and opportunities, integrated among technical approaches, and focused towards achieving significant progress against indicator targets. In Year 4, the LESTARI team continued this approach while also beginning to shift planning towards ensuring the amplification and sustainability of project interventions. Therefore LESTARI prioritized work with national and sub-national government partners to leverage greater budget allocations and align programs for key conservation priorities at the landscape level. Entering the fifth and final year of LESTARI, the overarching objective continues to be to ensure the sustainability of the successful tools, models, and approaches implemented by the LESTARI team and partners. The LESTARI team aims to leave a legacy that goes beyond providing a series of trainings and technical assistance, but rather builds the capacity, commitment, and leadership of partners to continue tackling conservation and sustainable forest management challenges well beyond LESTARI completion. This objective also contributes to USAID’s mission of assisting development partners to transition to greater self-reliance. LESTARI’s sustainability approach focuses on ensuring tools, methodologies, and policies are institutionalized and embedded within government programs, allocated adequate budget for implementation, adopted and adapted as required, and implemented by partners with appropriate capabilities and sufficient buy-in. While LESTARI has been working on these sustainability objectives since early in the project, in the final year there will be increased focus on them across all landscapes and technical teams. LESTARI works with a wide-range of partners and multi-stakeholders that include national and sub-national government agencies, private sector, academia, NGOs, other donors, and civil society. Details of the LESTARI sustainability framework are further elaborated below. In the final year, each landscape initiative and supporting sub-activities will be guided by achieving specific conditions for sustainability. In implementation, these vary from landscape to landscape given


the unique conditions present. Hence each component of the sustainability framework will not be prioritized under every landscape initiative; instead, the framework will be implemented strategically depending on the particular gaps and opportunities that currently exist per initiative. Please refer to the landscape activity matrices for details.

Integration of approaches facilitated by LESTARI within official government policies and plans provides a legal basis for continued implementation and/or amplification post-project. For government development plans, this means stakeholders’ long term vision incorporates green development principles and sustainable natural resource use. Policies are also often important to reduce bottlenecks and enable landscape-level implementation of national led initiatives such as social forestry. This is especially relevant in the provinces of Aceh and Papua that have special autonomy status. LESTARI has provided technical assistance to partner government agencies to formulate policies and develop plans throughout the life of the project. In Year 5, this will continue in all landscapes. Sufficient budget allocation from national and sub-national government agencies, private sector, and NGO partners are necessary to support continued and expanded implementation of key landscape and biodiversity conservation priorities. Dedicated budget allocation, particularly from government budgets, demonstrates greater self-reliance and commitment from partners. LESTARI has facilitated this by conducting budget advocacy and assessments at the provincial level, assisting forestry agencies to secure greater resources to fund programs for priorities such as social forestry, FMU strengthening, and forest protection. By the end of Year 4, it is expected that a total of more than 22 million USD will have been leveraged from partners’ budgets through advocacy and assistance from LESTARI. In the final year, LESTARI assistance for budget leveraging will continue in all landscapes with an additional target of USD 14.5 million. The focus will continue to be on government budgets based on an analysis of leveraging opportunities within LESTARI landscapes. About 25% of this final year target is expected to be met from private sector sources. Institutional strengthening and capacity development of government, private sector, and civil society organizations assists targeted multi-stakeholders to understand and adopt best practices, and ensure effective implementation in a more self-reliant manner moving forward. This includes formal trainings as well as routine and informal engagements with local government partners to ensure procedures run well. The approach also involves identifying and building capacity of individual ‘champions’, including women, and establishing and supporting well-informed media and journalist networks that continue to raise awareness on key local environmental issues after LESTARI ends. In the final year, capacity building for LESTARI partner institutions and individuals will continue to be a foundational approach across all landscapes and technical themes. Knowledge management is a cross-cutting aspect to project sustainability that involves documenting, sharing, and communicating knowledge and information which is used to build

SUFFICIENT BUDGET

ALLOCATION

INSTITUTIONAL STRENGTHENING

KNOWLEDGE MANAGEMENT

SUSTAINABILITY

INTEGRATION WITHIN POLICIES

AND PLANS


capacity of partners, assist in policy formulation, and justify greater budget allocations. LESTARI-developed knowledge products include technical manuals, lessons learned briefs, policy briefs, and SOP guidelines, among others. LESTARI knowledge products are specifically designed and written in a way that is accessible to partners, officially adopted and co-branded where feasible, and utilized for improved management performance and informed decision-making. In the final year, knowledge management will be prioritized in all landscapes as well as at the national level during a final LESTARI learning event to be held in Jakarta. This will open opportunities for best practices and lessons learned to be transferred and replicated. LESTARI will also identify appropriate virtual platforms/websites to house and make accessible LESTARI knowledge products and documents such as government counterpart databases, websites of local and international NGO partners, university partners, and global websites such as Climate Links, Biodiversity Conservation Gateway, and Natural Resources Management and Development Portal. Further details are presented in the knowledge management section of the Work Plan.

PARTNER COLLABORATION AND COORDINATION In order to achieve the sustainability objectives mentioned above, it is crucial to build the ownership of LESTARI initiatives by partners. In the final year, LESTARI will conduct regular engagement, advocacy, and coordination with partner institutions at the national and landscape levels. As LESTARI-led field activities wind down, collaboration will focus on handing over roles and responsibilities to partners and ensuring sufficient commitment, capacity, and resources are available to carry them forward. Partners include a wide range of multi-stakeholders. At the national level, the Ministry of Environment and Forestry’s Directorate General of Protected Area Management is the official counterpart agency. LESTARI also coordinates and provides reports to BAPPENAS as well as other Ministry of Environment and Forestry directorates through a dedicated partnerships specialist. At the landscape level, partners include provincial and district forestry agencies, BAPPEDA and other local government agencies, private sector partners, NGO partners, civil society organizations, community-based groups including adat organizations, media and journalist networks, and university partners. LESTARI will also continue to collaborate with other donor institutions, including GGGI (Central Kalimantan) and UKCCU (Papua), to align support and handover leadership where feasible as LESTARI phases down activities. Other USAID/USG coordination partners include BIJAK (national-level), USFS (Aceh), and SCAA (Papua).

EXIT STRATEGY While implementing the sustainability vision described above, LESTARI support will be gradually phased out in each landscape over the final year. While the time varies, the criteria to determine when to exit can be grouped into three general categories: 1) time limits dictated by government funding cycles; 2) achievement of AMEP indicators; and 3) achievement of sustainability milestones/benchmarks. Using criteria 1 and 2, landscape offices will be closed in a staggered manner – in April for Aceh and Central Kalimantan and in May for Papua – leading up to the final project end date of July 22, 2020. The overall exit strategy is based on the condition that LESTARI partners and beneficiaries have been adequately assisted to undertake the models and approaches introduced by LESTARI in a more self-reliant manner. However this plan remains flexible with the expectation that some exit criteria and sustainability milestones may need to be modified during the program cycle. Further details of the LESTARI Exit Strategy are provided in the Landscapes Initiatives section. At the end of the project period, the LESTARI team will measure, evaluate, and report on the implementation of the sustainability vision described above in the LESTARI final report.


INDICATOR PROGRESS TO DATE Within the first four years of the project (August 2015 – September 2019), LESTARI, in collaboration with our partners, has achieved the following high-level outcomes across indicators. Indicator #2: 6.38 million hectares of biologically significant forest and/or natural resources under improved management

● Improved management in 6 Conservation Areas (Leuser National Park – 624,016 hectares; Singkil Wildlife Reserve – 81,802 hectares; Sebangau National Park – 568,700 hectares; Lorentz National Park – 1,056,852 hectares; Cyclops Nature Reserve – 31,480 hectares; Bukit Baka Bukit Raya National Park – 134,558 hectares)

● FPIC for peatland restoration with communities in Pulang Pisau District (55,712 hectares)

● Strengthening of Forest Management Units – 6 in Katingan-Kahayan (1.34 million hectares), 2 in Leuser (456,419 hectares)

● Improved Orangutan habitat protection in Leuser Landscape (39,581 hectares) ● Land under improved management through social forestry and conservation

partnerships (Leuser Landscape – 6 social forestry schemes covering 5,099 hectares; Katingan-Kahayan Landscape – 11 social forestry schemes covering 15,988 hectares)

● Co-management, watershed protection, and mangrove management between communities and local government in Lorentz Lowlands Landscape (Nayaro Village – 191,097 hectares; Yepem/Agats Village – 13,343 hectares; Yamas & Yeni Village – 115,907 hectares; Ewer & Saw – 61,059 hectares; Rawa Baki – 123,289 hectares)

● 10 private sector concession companies with improved management practices through implementation of RIL-C and CMMP in Katingan Kahayan and Sarmi Landscapes (925,380 hectares)

● Areas set-aside for conservation in Boven Digoel District spatial plan (511,373 hectares) Indicator #3: 75% reduction in active poaching in Leuser National Park and 68% in Cyclops Nature Reserve Indicator #4: 27 national and sub-national public policies introduced, adopted, revised, or repealed consistent with citizen input (Leuser, Katingan-Kahayan, Lorentz Lowlands, Mappi Boven Digoel, Cyclops Landscape and Papua Province) Indicator #5: 1 provincial government with improved natural resource licensing and permitting mechanism (SST adopted by the Papua Provincial government) Indicator #6: 13 SEA/LEDS recommendations incorporated into government planning, programs, and budgets in Leuser, Katingan Kahayan Landscape and Papua Province. Recommendations are related to social forestry, FMU strengthening, community land management, safeguarding protected areas, and promotion of agroforestry, amongst others Indicator #7: 32 Multi Stakeholder Initiatives (MSIs) implemented on various advocacy issues related to sustainable forest and land management across all landscapes Indicator #8: 560 Champions from across multi-stakeholder groups identified and engaged in advocacy interventions. Champions come from local government agencies, local communities, farmer groups, academic institutions, media, NGOs, and private sector Indicator #9: 520,613 people reached to improve awareness of LEDS and biodiversity conservation


Indicator #10: 4 Conservation Areas with at least 70 points in METT score (Leuser NP, Sebangau NP, Bukit Baka Bukit Raya NP, Lorentz NP, Cyclops Nature Reserve) Indicator #11: 8 FMUs strengthened (6 in Katingan-Kahayan, 2 in Leuser) Indicator #12: 10,894 people received trained in natural resource management Indicator #13: USD 22 million in investment mobilized for sustainable landscape management and conservation (mostly from government budgets at the provincial, district, and village levels) Indicator #14: 37,919 people received livelihood co-benefits through improved production of local commodities, market access, land access, and recognition of customary rights Indicator #15: 10 private sector firms with improved management practices through adoption of reduced impact logging and conservation management plans Indicator #16: 22 new public-private partnerships formed in support for LEDS and improved sustainable livelihoods for communities (Leuser and Katingan-Kahayan Landscapes)

FINAL YEAR INDICATOR TARGETS In addition to achieving the sustainability objectives described earlier, the LESTARI team will continue to pursue remaining indicator targets in the final year. The key final year target is to increase areas of biologically significant forest and/or natural resources under improved management (indicator #2) by an additional 2.07 million hectares to bring the final total to 8.45 million hectares aggregated across landscapes, exceeding the contractual target of 8.42 million hectares. The target per landscape is shown in the table below. Landscape activities will also focus on safeguarding improved management practices in areas already counted as under improved management during the first four years of LESTARI. Strategies and milestones for achievement are detailed within the activity matrices in the landscapes section of this Work Plan.


AREAS UNDER IMPROVED MANAGEMENT – FINAL YEAR TARGETS

Province Landscape Approach Area (ha)

Aceh Leuser Co-management for watershed protection and sustainable livelihoods in FMU III area 6,095

Central Kalimantan

Katingan-Kahayan

Improved management capacity in FMU IV 7,805

Improved management capacity in FMU XIII 177,710

Improved management capacity in FMU XV 107,844

Improved management capacity in FMU XXXII 185,565

Improved management capacity in FMU XXIX 196,943 Adoption of conservation monitoring and management plans by two timber concession partners 199,470

Improved management capacity in FMU XIX 21,505

Improved management capacity in FMU XXI 433

Improved management capacity in FMU I 7,805

Improved management capacity in FMU XI 1,902

Improved management capacity in FMU XII 16,049

Papua

Lorentz Lowlands

Co-management agreements with communities in Lorentz National Park buffer zone area 41,106

Revision of Mimika spatial plan to incorporate SEA recommendations for conservation 37,090

Co-management agreements between communities and local government for watershed protection in Yepem/Agats

18,646

Co-management agreements for mangrove management and protection 98,712

Adoption of conservation monitoring and management plan by timber concession partner 83,736

Improved management capacity in FMU VI 194,082

Co-management agreement for watershed protection in Potowaiburu Sub-district 71,826

Mappi-Bouven Digoel

Revision of Mappi spatial plan to incorporate SEA recommendations for conservation 435,902

Improved management capacity in FMU 53 53,389

Cyclops Co-management agreement in buffer zone area of Cyclops Nature Reserve 832

TOTAL 2,069,848 Outcomes in improving forest and land management will directly contribute to LESTARI’s overarching goal of reduced land-based GHG emissions. The final year target is another 15.4 million tCO2-eq reduction from the baseline level, aggregated across landscapes (indicator #1). This will be assessed using the Forest Reference Emission Level (FREL) methodology as used by the Ministry of Environment and Forestry. Details of the calculation methodology are available in the LESTARI Landscape Baseline Analysis Plan. Progress achieved in Years 4 and 5 will be reported together in the LESTARI Final Report. Land cover data will be obtained from publicly available Landsat data. Year 3 progress will utilize land cover data provided by the


Directorate General of Planology at KLHK and will be reported in the Year 4 Annual Report. Note there is a one year lag period until KLHK publishes the latest land cover data. In line with the LESTARI Results Framework, the key results for indicators 1 and 2 will be supported by various final year outcome and output-level targets listed below. These targets are broken down per landscape and presented in the Performance Indicators matrix in Appendix 1. For further details please refer to the LESTARI Activity Monitoring and Evaluation Plan, which explains the criteria, targets, and assessment periods for each project indicator. Indicator #3: 40% reduction in poaching in Leuser NP, Lorentz NP, and Cyclops Nature Reserve from a baseline developed in Year 2 Indicator #4: 7 sub-national public policies introduced, adopted, revised, or repealed consistent with citizen input (local regulation on deforestation, forestry agency strategic plan, e-licensing procedures, spatial planning team procedures, use of village budgets, and FPIC) Indicator #5: 4 sub-national governments with improved natural resource licensing and permitting mechanisms (Mimika, Mappi, and Boven Digoel Districts and Aceh Province; SOP for management data center in Aceh Province) Indicator #6: 1 SEA/LCP recommendation incorporated into strategic plan of Central Kalimantan Forestry Agency Indicator #7: 4 Multi-Stakeholder Initiatives implemented on various advocacy issues (development of forest area database in Aceh, work plan and strategic plan of forestry agency in Central Kalimantan, and SEA implementation monitoring in Mappi District) Indicator #8: 45 new Champions identified and engaged in advocacy interventions Indicator #9: More than 100 people reached by LESTARI communications programs Indicator #10: 2 CAs with improved METT score (Singkil Wildlife Reserve and Lorentz NP) Indicator #11: 12 FMUs strengthened (FMUs IV, XXXII, XIII, XXIX, and XV in Central Kalimantan; FMU VI in Mimika; and FMU 53 in Bouven Digoel) Indicator #12: More than 745 people trained in natural resources management and/or biodiversity conservation Indicator #13: USD 14.5 million in investment mobilized for sustainable landscape management and conservation (through public-private partnerships, government forest rehabilitation funds, FMU budget allocation, and spatial planning budget allocation) Indicator #14: 1,950 people receive livelihood co-benefits (secure land access for farmer groups via conservation partnership, social forestry, sustainable livelihoods development) Indicator #15: 3 private sector firms have improved management practices by implementing conservation management and monitoring plans (Katingan-Kahayan and Lorentz Lowlands Landscapes) Indicator #16: 2 new PPPs formed in support for LEDS and sustainable community livelihoods (Leuser Landscape)


CHALLENGES AND OPPORTUNITIES ● At the national level, LESTARI continues to seek policy, guidance, targets and financial

incentives to support climate change mitigation efforts at the sub-national level. Such incentives would dramatically increase LESTARI’s ability to assist GOI in achieving its national targets in key landscapes.

● In Aceh Province, investment growth remains low over the past five years. According to the Central Bureau of Statistics, from 2006-2017, domestic investment in Aceh Province was the second lowest in Sumatra and less than 5% of the nationwide total. Most commonly, companies only act as the off-takers/buyers of agricultural commodities, which are processed elsewhere such as Medan. In addition, there is a lack of regulatory support and incentives to enable private investment in sustainable commodities and NTFPs. Moving forward, LESTARI will continue to work with the government to address policy issues inhibiting investment. LESTARI will also continue to promote its livelihoods model based on partnerships between local farmers, private sector, FMUs, and local NGOs. If successful, this partnership will be one of the first sustainable business models in Aceh that provides fair benefits to local communities and hopefully further boosts green private investment in the province.

● In Central Kalimantan Province, there continues to be an enormous opportunity to mobilize government funds from the Reforestation Fund and contribute to greater sustainability and self-reliance. In 2019, the LESTARI team assisted the Provincial Forestry Agency to secure IDR 63 billion (USD 4.4 million) from the Reforestation Fund for key landscape conservation priorities such as FMU strengthening, social forestry, and forest protection. The Regional Financial and Asset Agency has targeted an allocation of IDR 236 billion (USD 16.5 million) from the Reforestation Fund in 2020. This presents an important opportunity for LESTARI to assist the Provincial Forestry Agency to plan, finance, and implement Indonesia’s sustainable development objectives through sound programs as well as an implementation strategy to enable effective spending of such a large amount of money.

● In Papua Province, since August 2019, the political and security situation has worsened following widespread protests and unrest. Tensions remain high, travel to many areas is restricted (especially for foreigners and field staff), and telephone and internet connectivity are occasionally being limited. If this situation continues, LESTARI field activities will be affected. This is especially true for governance initiatives at the provincial and landscape levels and work within the remote parts of Lorentz National Park. The LESTARI team will strive to achieve its ambitious final year targets for Papua, but will prioritize the safety and security of staff, partners, and assets.


KEY FINAL YEAR PRIORITIES ● Conduct routine engagement with Directorate General of Conservation Areas at KLHK

as well as local government partners to implement the sustainability and exit plan of LESTARI initiatives. Ensure all partners understand that LESTARI support will be phased out over the course of the year.

● Ensure final year activities and results are well-captured, reported accurately and in a timely manner in quarterly and final reports, and achieve remaining indicator targets.

● Organize LESTARI learning events in Aceh, Central Kalimantan, and Papua followed by a national level event in Jakarta together with KLHK, USAID, and other partners. These collaborative platforms will allow open discussion of key lessons learned after 5 years of LESTARI and enable partners to share their visions and commitments for sustainable landscape management moving forward.

● Throughout the final year, conduct ongoing monitoring of sustainability milestones and landscape exit strategies during regular senior management meetings as well as landscape technical meetings.

● Integrate knowledge management within final year landscape initiatives to ensure LESTARI tools, models, and methodologies are documented, made accessible, and utilized by partners for improved management performance.

● Identify appropriate virtual platforms/websites to house and make accessible LESTARI knowledge products and documents such as government counterpart databases, websites of local and international NGO partners, university partners, and global websites such as Climate Links, USAID Biodiversity Gateway, and USAID NRM Portal.

● Ensure all staff in Jakarta and the landscapes understand and implement the final year approach based on achieving required conditions for sustainability.

● Continue to provide routine mentoring and capacity building for landscape staff and partners by senior Jakarta-based technical staff.

● Conduct a smooth operational closeout of remaining grants, subcontracts, and field offices. This will proceed based on the LESTARI Demobilization Plan to be submitted in January 2020. Field offices in Aceh and Central Kalimantan will be closed by April and in Papua by May. Staffing positions will be phased down accordingly.

● Perform regular safety and security evaluations for field activities in Papua in coordination with the Tetra Tech Home Office. Significant adjustments to work schedule will be communicated to USAID in a timely manner.


LESTARI TECHNICAL THEMES LESTARI is implemented through three integrated, synergistic technical themes: (1) Forest and Land Use Governance and Advocacy, (2) Improved Conservation and Forest Management, and (3) Private Sector Engagement. Theme 1 addresses the enabling conditions for improved practices whereas themes 2 and 3 focus on the direct drivers of improved forest and land management. Each technical theme is guided by various strategic approaches and their corresponding Theory of Change (ToC). The ToC illustrates the connection between project interventions, threats, and intermediate results, building up towards the key project goals: 41% reduction in GHG emissions from forest and land use sectors and 8.42 million hectares of forest, including orangutan habitat, under improved management. The ToC also demonstrates the connection between strategic approaches, as they are designed to be closely integrated and mutually reinforcing. Each technical theme is managed by a Jakarta-based technical lead who is responsible for management and technical oversight while identifying and scaling up integration with other technical themes. Through consistent travel and engagement with all landscapes, they also play an important mentoring and capacity building role for staff and partners at the landscape level. This section summarizes each strategic approach and corresponding final year amplification and sustainability objectives. Details regarding how the approach is contextualized and implemented are presented in the landscape initiatives section of the Work Plan.

TECHNICAL THEME 1: FOREST & LAND USE GOVERNANCE & ADVOCACY LESTARI 1 – Awareness and Advocacy This cross-cutting strategic approach integrates activities to ensure all local stakeholders, including underrepresented and marginalized groups, are equipped to contribute to sustainable land use practices and policy through informed action. A primary focus has been targeted advocacy to local policy makers, which has been carried out embedded in technical assistance, through multi-stakeholder initiatives (MSI), and via empowering individual champions. In addition, media advocacy and journalist trainings have contributed to improved reporting and public awareness on important environmental issues affecting local communities. In the final year, LESTARI will continue to build the capacity of local stakeholders on issues across the LESTARI portfolio, such as social forestry, FMU forest monitoring, FPIC, spatial planning, human-wildlife conflict mitigation, and budget advocacy. Direct assistance and trainings will be phased out over the year and oriented towards assisting partner institutions to achieve greater self-reliance, cost-effective impact, and regular programmatic and budget support from sub-national governments. Multi-stakeholder initiatives facilitated by LESTARI will contribute to the development of a forest area database in Aceh, annual Forestry Agency work plan and strategic plan in Central Kalimantan, SEA recommendation monitoring in Mimika and FPIC evaluation in Bouven Digoel. LESTARI will continue to identify, train, and empower local champions who are leaders in advancing sustainable land use policies and programs. These individuals come from a broad range of local institutions including local government, community, private sector, media, NGOs, and universities. A total of 45 new champions are targeted during the final, and the LOP total is expected to exceed 600 individuals. These champions will continue to carry LESTARI initiatives and approaches forward long after the project ends. For media advocacy work, LESTARI will provide ongoing training support for environmental journalist networks in Aceh and Papua. This will improve the quality and consistency of local


reporting, contributing to increased public awareness on threats to forests and biodiversity. In conjunction, communications materials, including short videos, previously produced by LESTARI subcontractor INFIS/Mongabay will continue to be shared strategically through our partners in the landscapes. LESTARI will also determine a suitable web-based platform to house these materials so that they continue to be shared and viewed by a wider audience once the LESTARI website and social media channels are shut down. As such, the Communications team will not be engaged in generating and sharing new awareness-raising materials, but rather will assist in capacity strengthening of champions and media networks so that they continue to be effective post-LESTARI.

LESTARI 2 & 3 – Sustainable Forest and Land Use Governance The overall objective of these strategic approaches is to strengthen sub-national government policies and plans related to sustainable forest management, and to advocate for increased budget allocations so that plans can be carried out effectively and with greater self-reliance. Technical assistance for Strategic Environmental Assessments (SEA) is one key modality and are operationalized either through incorporation of LESTARI-supported Landscape Conservation Plans in revised spatial plans or embedding recommendations in Medium Term Development Plans and Forestry/Environment Strategic Plans. Additional focus is on strengthening natural resource licensing and permitting mechanisms at the sub-national level through adoption of the Sustainability Screening Tool (SST). In Papua, LESTARI will assist district governments in Mimika and Mappi on the completion of their SEA and incorporation of recommendations for conservation into revised district spatial plans. At the provincial level, the SEA for the Provincial RPJMD has already been validated and its recommendations taken through to strategic plans and budgets with the Forestry Authority. Where there is political will from the Forestry and Environmental Agencies to incorporate SEA recommendations into short-term plans (renja), and security stability, LESTARI will take this opportunity. At the village level, LESTARI has finalized innovative guidelines for village level mid-term development planning (RPJM Kampung). LESTARI will work with the Village Empowerment Agency (DPMK) to endorse this approach, advocate for provincial-wide adoption, and secure budget support from the Village Fund. Technical training and advocacy for SST adoption will be concentrated at the district-level in Papua in Mimika and Bouven Digoel. Utility and sustainability will be achieved through capacity building and training of the district-level licensing offices (DPMPTSP). In parallel, LESTARI will complete the toolkit for local stakeholders’ evaluation of Free, Prior and Informed Consent by communities for companies to operate on their traditional lands (see LESTARI 7 – Private sector Best Management Practices). In Aceh, LESTARI will continue to assist DLHK for the finalization of Forestry Annual Work Plan and further leverage funds for FMU strengthening and community empowerment including social forestry. At the district level, the Governments of Aceh Selatan and Gayo Lues have issued Bupati Regulations on Village Fund Allocation that led to budget leveraging of more than IDR 13 billion (~USD 914,000) dedicated for improved community forest management. To sustain this initiative, LESTARI will support these district governments to develop incentive schemes for villages to effectively utilize these funds. In Central Kalimantan, priority will be on the effective mobilization and use of Reforestation Funds – a significant source of government funds that can be channeled towards key landscape conservation priorities. LESTARI will assist the Forestry Agency to develop the structure and technical guidance of the proposed budget allocation that applies best practices and lessons learned from LESTARI in how to effectively support fire prevention, FMU operationalization, and social forestry. In parallel, LESTARI will continue to increase capacity of CSOs to conduct


budget advocacy and facilitate multi-stakeholder involvement in monitoring of 2019 Reforestation Funds allocation.

TECHNICAL THEME 2: IMPROVED CONSERVATION & FOREST MANAGEMENT LESTARI 4 – Improved Forest Management Through Co-Management and FMU Strengthening LESTARI supports building capacity and commitment for co-management among relevant stakeholders in areas adjacent to Conservation Areas (CAs) and protected forests. This is essential for reduction in forest encroachment through more transparent, negotiated agreements where roles and responsibilities between stakeholders (local communities, local government, national park, FMU) are clearly defined. Modalities have included social forestry schemes and collaborative management agreements for conservation with community and local government stakeholders. In conjunction, LESTARI has provided assistance for capacity building and budget leveraging for FMUs in order to strengthen these institutions and enable them to carry out partnerships for collaborative forest management. In the final year, LESTARI will focus on wrapping up direct technical assistance for FMUs, finalizing all co-management agreements with communities started in Year 4, and advocating district and provincial forestry agencies to maintain budget and programmatic support for FMUs and collaborative forest management initiatives. At the national level, LESTARI will assist KLHK in revising FMU performance standards to include qualitative and quantitative indicators. In Leuser Landscape, LESTARI will continue to provide technical assistance to FMUs V and VI (possibly in coordination with USFS) in adopting multiple use forestry management principles. To ensure needed policy support, LESTARI will assist the Provincial Forestry Agency on a Governor’s Regulation for forestry partnerships. This will enable FMUs in Aceh to assist in the implementation of social forestry after permit acquisition, to partner with the private sector, and to ensure forest co-management schemes lead to improved forest conditions. In Central Kalimantan, LESTARI will continue to provide technical assistance to improve management in the 5 FMUs (FMU IV, XIII, XV, XXIX, and XXXII) in this landscape. This will involve support to finalize FMU management plans and ensure alignment with the Strategic Plan of the Provincial Forestry Office. Forest protection within FMU area will be enhanced through collaboration with concessions to jointly manage HCV areas such as orangutan habitat. Besides FMU planning, LESTARI will continue to support FMU operationalization through facilitating partnership schemes, be it under social forestry scheme, forest partnership, or forest partnership to support food security. In Lorentz Lowlands, the focus has been on facilitating co-management agreements between local government agencies and communities in 8 village clusters contributing to better management and monitoring for over 750,000 hectares of forest and mangroves. LESTARI will sustain these efforts by advocating for district government agencies, FMU, and MSF support to ensure continued implementation and compliance, increased allocation of village funds, and continued capacity building and training. LESTARI will document this approach through its ‘Kampung LESTARI’ modules that will be shared with district and provincial government agencies, most notably, the Village Empowerment Agency (DPMK). LESTARI assistance for FMU strengthening in Papua will continue for FMU VI in Mimika and FMU LIII in Bouven Digoel. Similar to Aceh and Central Kalimantan, assistance will focus on finalizing management plans, establishing partnerships with communities and the private sector, and ensuring effective coordination and program and budget support from provincial and district governments.


LESTARI 5 – Protected Area Management and Key Species Conservation LESTARI works with KLHK’s KSDAE Directorate for Conservation Areas to improve the management in 6 CAs located within LESTARI landscapes. To do this, LESTARI supports the application of the Management Effectiveness Tracking Tool (METT) to quantify, monitor, and enhance management effectiveness by engaging with CA management staff, local government, NGOs, and communities. The strategic approach also includes implementation of technology-based tools such as SMART patrols (patrol planning, staff training, database management, and patrol implementation) and camera traps, as well as improving management and zonation plans, dedicated wildlife crime and forest crime units, and human-wildlife conflict mitigation units, among others. In the final year, direct support for patrol implementation will continue but will be phased down. Meanwhile the focus will be on engaging partners for budget allocation and cost-sharing (local government, private sector concessions) as well as joint patrols with communities for broader and more cost-effective impact. LESTARI will assist 3 CAs (Leuser National Park, Singkil Wildlife Reserve, and Lorentz National Park) in the formulation of their long-term management plans based on clear objectives, measurable indicators, and collaborative management principles. In Central Kalimantan, assistance for Borneo orangutan conservation and orangutan-human conflict mitigation will continue through grantee BOSF and is expected to wrap up by April 2020. At the national level, LESTARI will document and share lessons learned from SMART, METT, key species rehabilitation and release, and community-wildlife conflict mitigation (e.g., Desa Mandiri Konflik) with KSDAE for wider replication at the national and sub-national levels.

TECHNICAL THEME 3: PRIVATE SECTOR ENGAGEMENT LESTARI 6 – Green Enterprises This strategic approach involves supporting community livelihoods through improved production and enhanced market access of key local commodities that are produced sustainably. It is targeted in select buffer zone locations aimed at reducing deforestation and encroachment pressures. LESTARI livelihoods initiatives mainly involve partnership models for cacao and coffee in Aceh, rubber in Central Kalimantan, and vanilla in Cyclops. In the final year, focus will be on securing continued funding for these initiatives as well as embedding them within district-level economic development programs for continued support and smooth implementation post-LESTARI. In Leuser Landscape, LESTARI will finalize work with farmers and private sector partners on the cacao certification initiative, which is expected to culminate in official UTZ certification by the end of the first quarter. This will create higher prices and better market access for farmers. For the coffee agroforestry initiative, LESTARI will continue to pursue the BLU financing mechanism under KLHK by coordinating with farmer, FMU, and private sector stakeholders to complete necessary documentation. To bridge these initiatives with district economic development programs, LESTARI will assist in the capacity enhancement of village-owned business enterprises (BUMDes) in collaboration with Community Empowerment Agency so that BUMDes can play a more active role as operational community-based enterprises for local commodities. In Katingan-Kahayan Landscape, a similar approach will be implemented for the rubber agroforestry initiative which involves a partnership among rubber farmers, FMUs, and private sector. LESTARI will work with private sector partner DLI to meet BLU requirements to access funding in the final year. In parallel, LESTARI will facilitate a business agreement between


district government, rubber farmer groups, and private sector to enable a fair rubber trade; thus, business sustainability can be secured both at the farmer and factory level. In Papua, livelihood activities are limited to support for sustainable vanilla cultivation in areas surrounding Cyclops Nature Reserve. Final year activities will support rehabilitation after major flooding in early 2019 through grantee PUSSDAE and coordination with USAID SCAA and their private sector partner PT. AgriSpice Indonesia and Nimboran Kencana Cooperative, which will continue to serve as buyers and ensure sustainable market access beyond LESTARI support.

LESTARI 7 – Private Sector Best Management Practices (BMPs) The focus of this strategic approach involves engaging with private sector companies operating in and/or impacting LESTARI landscapes to build their capacity and secure their commitment towards the long-term implementation of BMPs for reducing deforestation and improving biodiversity conservation within concession areas. As of the end of Year 4, all trainings in Reduced Impact Logging (RIL-C) for partner timber concessions (HPH) have been completed, and monitoring and evaluation has been conducted to ensure these partners have fully adopted RIL-C as standard operating procedure. In the final year, LESTARI support will be focused on bridging partnerships between timber concessions and FMUs. The entry point for this partnership is management of HCV areas. This is not new for concessions, as two concessions under Dwima Group have their own conservation management and monitoring plans (CMMP), but it is a new initiative for FMUs. Initial training for HCV management has been carried out at the end of Year 4 in Central Kalimantan involving FMU XV, XVII, XXX and two timber concession partners. Further training will continue to develop SOPs for monitoring HCVs which will be integrated into regular forest monitoring by FMUs. In Mappi and Bouven-Digoel Districts in Papua, activities will focus on institutionalizing the Free, Prior, and Informed Consent (FPIC) process for plantation development with all relevant stakeholders (community, private sector, local government). After failure to implement the sustainable landscape planning approach because of community conflicts, Korindo Group has expressed interest in complying with FPIC as part of their commitment to more transparent community engagement. LESTARI has also been training the district government in FPIC principles and its importance for communities (as mentioned under LESTARI 1). This will be finalized in the final year so they have capacity needed to oversee FPIC compliance by all land-based private sector investment within their jurisdiction. An FPIC module will be produced and shared to assist them with this purpose.

LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management Strategic Approach 8 focuses on leveraging innovative financing mechanisms in support for sustainable land and forest management within LESTARI landscapes. The approach includes leveraging alternative or additional financing for conservation, ecosystem restoration, and eco-tourism development. As of Year 4, LESTARI continues to support a long-term financing strategy for restoration of Sebangau National Park in Central Kalimantan. This park covers an area of more than 500,000 hectares of largely degraded forest on deep peatland that requires substantial investment to restore key ecosystem functions especially related to peatland hydrology and orangutan conservation. LESTARI and the Global Green Growth Institute (GGGI) have collaborated to conduct feasibility studies and assessments necessary to prepare an investable project for Sebangau National Park involving peatland restoration, community-based sustainable livelihoods, and eco-tourism development. This collaboration will be continued in the final year. LESTARI and GGGI have defined each party’s role in line with time constraints for LESTARI.


LESTARI will be responsible for business models development and community assessment. This activity will include baseline mapping, community stakeholders engagement, enterprise development, and developing market linkages for enterprises. Given the limited project timeframe, the remaining steps to develop an investment proposal will be followed up by GGGI.


LANDSCAPE INITIATIVES This chapter includes the detailed final year work plans for each LESTARI landscape: Leuser Landscape in Aceh; Katingan-Kahayan Landscape in Central Kalimantan; and the Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi, and Cyclops Landscapes in Papua. Landscape maps illustrate areas already counted as under improved management over Years 2-4 and the remaining final year target. The chapter also describes LESTARI’s Exit Strategy, i.e., how LESTARI intends to withdraw its resources in each landscape while ensuring achievement of program goals and that progress towards the vision of success will continue. The LESTARI team understands that the exit process is critical to sustainability. Thus, emphasizing a gradual exit that allows a period of self-operation by partners with some supervision from LESTARI is likely to be more successful in promoting sustained impact than abrupt disengagement. The LESTARI team has also learned that external factors such as drought (that leads to forest fire), political crisis (e.g., natural resources corruption), government structure, and/or cultural practices, could threaten the sustainability of outcomes and impacts achieved during the project. Therefore, LESTARI has recognized and managed these factors by incorporating resilience strategies (e.g., PEA recommendations, recommendation from resilience assessment) throughout project implementation as a reflection that sustainability is not an add-on. During the early stages of the project, the LESTARI team formulated a conceptual framework of factors that were hypothesized to predict continued benefit after project closure. The framework is founded upon the overarching theory that if there is increased awareness and advocacy of local stakeholders (government officials, communities, CSOs and private sector) for conservation and natural resource management in ways which contribute to their long term interests; if conservation co-management is actually enhanced to the benefit of key stakeholders, and if the private sector engaged, there will be improved governance and natural resource management in biologically significant and critical areas, leading to a 41% reduction in GHG emissions. As shown in the framework, sustained project impacts were hypothesized to depend on continued demand for better natural resources management (as result of increased awareness), continued delivery of better management (as result of collaboration) and continued adoption and use of practices and behaviors promoted in the project. In order to be able to sustain demand, delivery and practices, four key factors are required: (1) a sustained source of resources; (2) sustained technical and managerial capacity, so that LESTARI partners can operate independently; (3) sustained motivation and incentives that do not rely on LESTARI inputs; and (4) sustained linkages to other organizations or entities that can promote sustainability by augmenting resources, refreshing capacity, and motivating LESTARI partners and beneficiaries to continue practices promoted by the project. LESTARI has determined when to exit from programs in each landscape. While the time varies, the criteria to determine when to exit can be grouped into three general categories: 1) time limits dictated by funding cycles; 2) achievement of AMEP indicators; and 3) achievement of sustainability milestones/benchmarks (e.g., DBH-DR funding is endorsed). Using criteria 1 and 2, landscape offices will be closed in a staggered manner – in April for Aceh and Central Kalimantan and in May for Papua – leading up to the final project end date of July 22, 2020. The milestones for sustainability, which are elaborated further in each initiative, are linked to the graduation process (phasing down where LESTARI deploys fewer resources) and turn to determining if specific LESTARI landscape initiatives should be phased out (without turning over to other institutions for continued implementation) or phased over (where LESTARI transfers program activities to local institutions or communities). The overall exit strategy is based on the


condition that LESTARI partners and beneficiaries have been adequately assisted to undertake the next phase of the project by themselves. However, since program implementation during the final year will influence Exit Strategy activities, it is worth noting that this landscape exit plan (to phase out or phase over) remains flexible with the expectation that some the exit criteria and sustainability milestones may need to be modified during the program cycle. Therefore, ongoing monitoring of sustainability milestones is critical and will be embedded into regular senior management meetings as well as landscape technical meetings. The final year landscape work plans cover approximately 7 months of field activities in Aceh and Central Kalimantan and 8 months in Papua. To sustain behavior and practices as well as allow scaling up, learning events will be held in each province in the second quarter with partner provincial and district government agencies, private sector, and civil society stakeholders. These events will serve as collaborative platforms to discuss key lessons learned after 5 years of LESTARI project implementation. Final year landscape initiatives remain the same as the previous year in order to maintain continuity and achieve remaining targets. However, as part of graduation process, the implementation shifts away from LESTARI-led field activities towards higher level partner engagement, institutionalization within government policies and programs, and handoff. Each landscape initiative matrix starts with the required conditions for sustainability, identifies the implementation strategy and key partner agencies, and lists the sustainability milestones to track progress. The indicators column contains the heading indicators supported because activities will focus on both achieving remaining targets as well as safeguarding gains in improved management already achieved and counted in previous years.


Leuser Landscape

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IN D I A N O C E A N

N O R T H S U M A T R A

FMU IIIFMU V

FMU V

FMU VI

FMU VI

Leuser National Park


Conservation Partnership

Social Forestry

Social Forestry

FMU VI


FMU V

FMU VI

Singkil Wildlife Reserve

OU Habitat

Social Forestry

Honey Forest

Cooperation with FMU

Conservation Partnership

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K a b . D a i r i

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K a b . T a p a n u l i Te n g a h

SINGKIL

KUTACANE

TAPAK TUAN

BLANG PIDIE

SUBULUSSALAM

KUALA SIMPANG

BLANG KEJEREN

A C E H T A M I A N G

A C E H T E N G A H A C E H T I M U R

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A C E H T E N G G A R A

A C E H S I N G K I L

A C E H B A R A T D AY A

S U B U L U S S A L A M

Sources: Esri, GEBCO, NOAA, National Geographic, Garmin, HERE, Geonames.org, and other contributors

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Legend

!. District CapitalProvincial boundaryDistrict boundaryRiverLeuser Operational LandscapeConservation Areas boundaryFMU Unit V boundaryFMU Unit VI boundary

Areas Under Improved Management:

Year 2-4Year 5

:0 10 20 30 40 505

Km

AREAS UNDER IMPROVED MANAGEMENT IN

LEUSER LANDSCAPE

OCTOBER 2019 - JULY 2020


Landscape Profile The Leuser Landscape encompasses an area of 1.6 million hectares in Aceh Province that is rich in natural resources and an economy that is dominated by agroforestry. Crops such as cacao, nutmeg, rubber, and oil palm are important contributors to the region’s development and community livelihoods as well as export markets, including the United States. The landscape is largely defined by two protected areas, Leuser National Park and Singkil Wildlife Reserve. They serve as habitat for the globally-valued and critically endangered species unique to this landscape: Sumatran orangutan, tiger, elephant, and rhino. The landscape still faces threats from encroachment and conversion for agriculture, illegal logging, habitat destruction, and biodiversity loss. This, in turn, also threatens the livelihoods of local communities that depend upon the environmental services provided by forested areas, particularly freshwater provision. The landscape includes the districts of Gayo Lues, Aceh Tenggara, Aceh Selatan, and Aceh Barat Daya.

Landscape Initiatives As of Year 4, the LESTARI program in Leuser Landscape has provided livelihood benefits to 10,340 individual community members, trained 6,020 people, facilitated the establishment of 9 PPPs, assisted in the development of 15 local policies related to conservation and forest management, helped to reduce poaching in Leuser National Park, supported the achievement of the park METT score above the national target, and mobilized more than USD 8 million in domestic resources for conservation and forest management. These outcomes have all contributed to the improved management of 1,275,222 hectares of forest and biologically significant areas. LESTARI seeks to maintain (or expand) these results after the project has ended. LESTARI’s overall vision for this landscape is to advance collaborative and sustainable management practices in forested sub-watersheds facing significant encroachment pressures. Since the beginning of project, the concept of sustainability has underpinned the way LESTARI interacts with stakeholders by building solid partnerships with those who will implement, benefit from, and carry forward LESTARI initiatives. Building from this foundation, Final year activities will be oriented around working with partners collaboratively to enable initiatives to continue to run smoothly post-LESTARI. From the AMEP standpoint, the final year target for Leuser Landscape is to achieve an additional 6,095 hectares of biologically significant forest and/or natural resources under improved management. This will be achieved through forest partnership scheme (Pola Kerja Sama) between forest community and FMU III, which has been under implementation since Year 4. Activities will also focus on maintaining the areas that have reached improved management status during the previous four years. To ensure financial sustainability, the target is built around leveraging more than USD 4 million from which 80% is expected to come from private sector sources. The following are the final year landscape initiatives that will contribute to LESTARI’s sustainability vision in Leuser Landscape:

1. Provincial Land Use Licensing Monitoring and Enforcement 2. Sub-National (Provincial, District, Village) Program & Budget Leveraging 3. FMU, Co-Management & Sustainable Livelihoods 4. PA METT Co-Management Support & Key Species Conservation in Leuser NP And

Singkil Wildlife Reserve Initiative 1: Provincial Land Use Licensing Monitoring and Enforcement Learning from Year 4, the development of a Sustainability Screening Tool (SST) for natural resource licensing is not possible in Aceh due to the lack of a permit database, and transitions to the national OSS online permit system which are underway but uncoordinated and unclear.


Therefore, LESTARI has shifted focus to a number of initiatives which will contribute to improved permit governance. Since last year, LESTARI has been assisting FMU V to develop an improved forest monitoring system; supporting the Environmental Journalists Network to build a network of Citizen Journalists who are capable of reporting threats to forests from the field; supporting the issuance of the new governor’s regulation on SIAT (Sistem Informasi Aceh Terpadu) for government data use and transparency; and most importantly, supporting DLHK to develop a forestry database center to organize agency data (including forestry permits and social forestry areas) so that better permit decisions can be made. During this final year, LESTARI will continue to work on completion of those initiatives and knit them in a way that builds improved forestry governance as depicted in the diagram below. Also embedded in other initiatives, LESTARI will advocate for the rate of deforestation to be used as an agreed upon outcome indicator which will be monitored by all stakeholders and in turn used to determine budget allocation for FMU.

Under this initiative, LESTARI has defined sustainability milestones that include:

● DLHK has a database system that allows them to provide sound technical recommendations for licensing and permitting within forest area. The database system should be transparent, accessible for public monitoring, and integrated to reduce the multiple versions of forest data.

● SOP is available for data management that links provincial and FMU monitoring systems, and links provincial and CSO reporting systems.

● Deforestation indicator is used by provincial government as performance indicator, and monitored together with civil society on regular basis.

According to the agreed timeline between LESTARI and DLHK, the milestones will be completed by the end of March 2020. While LESTARI can withdraw its involvement for DLHK system development, LESTARI will continue to engage CSO partners to ensure that demand for public access and transparency will be sustained.


Initiative 2: Sub-National (Provincial, District, Village) Program & Budget Leveraging LESTARI has utilized recommendations from the Strategic Environmental Assessment of the Provincial and District Mid-term Development Plan (SEA-RPJMD) to influence the Forestry Strategic Plan and Bupati’s Policy which impacted increased budget allocation for improved forest management and conservation. In Year 4, the provincial budget was passed by the provincial parliament. This led to a budget leveraging of IDR 11.47 billion (~USD 810,000) consisting of IDR 10.5 billion (~USD 741,000) for FMUs and IDR 980 million (~USD 69,000) for community empowerment activities including social forestry. As a way to sustain resources, LESTARI will continue to assist DLHK for the finalization of Forestry Annual Work Plan, to further raise those amounts to IDR 20.4 billion (~USD 1.44 million). In conjunction, LESTARI will continue to assist FMUs V and VI to build their capacity on efficient and effective use of budget, and align their workplans with provincial forest management priorities. LESTARI will also continue to support civil society capacity on budget analysis and advocacy skills in order to sustain these efforts after the LESTARI project has ended. At the district level, the Governments of Aceh Selatan and Gayo Lues have issued Bupati Regulations on Village Fund Allocation that led to budget leveraging of more than IDR 13 billion (~USD 914,000) dedicated for improved community forest management. To sustain this initiative, LESTARI will support these district governments to develop incentive schemes for villages to effectively utilize these funds. These incentive schemes are important to sustain villagers’ motivation to support forest management and conservation. As mentioned under Initiative 1, LESTARI will advocate for the operationalization of a deforestation indicator at all levels. In the context of budget, LESTARI will assist DLHK at the provincial level to start calculating their budget allocation for FMUs based on deforestation rate occurring in each FMU. This approach will be built in a way that can provide incentive for well-performed FMUs in halting deforestation as well as equip the most-threatened FMUs with sufficient budget for halting deforestation. At the district level, LESTARI will also assist the Gayo Lues and Aceh Selatan District governments to develop a monitoring tool for the use of village fund that allows forest cover to be considered as an outcome indicator. Following the government budget cycle, LESTARI assistance for Forestry Annual Work Plan and the development of Bupati Regulation on Village Fund will be completed by end of December 2019 (Q1). The development of monitoring and incentive schemes will be completed by end of January 2019. LESTARI will actively promote this governance model of optimizing domestic resources with relevant ministries, such as the Ministry of Environment and Forestry and the Ministry of Villages, to enable recognition from national government to incentivize progressive districts as well as allow wider replication. Initiative 3: FMU, Co-Management & Sustainable Livelihoods After the endorsement of FMUs V and VI long-term forest management plans (RPHJP) and annual forest management plans (RPHJPd) in Year 4, LESTARI will focus assistance to support FMUs operationalization in other aspects beyond forest planning. FMUs have a unique position to facilitate collaborative forest management and attract further investment. Unfortunately, gaps in FMUs’ capacity to interact with stakeholders and operate at site level hinder their acceptance in the eyes of communities, village and district governments, civil society organizations, and private sector operators. Filling these gaps does not always require formal classroom training, but can be done through putting FMUs as leaders in all co-management initiatives that are currently up and running at the site level. As such, LESTARI will ensure that the champions from FMU V and VI are the ones who will advocate for the issuance of the Governor’s Regulation on forest partnership. This regulation is important as it will strengthen the position of FMUs as managers of their forest area. In other words, this will be the basis for FMUs to assist in the implementation of social forestry after permit acquisition, to partner with the private sector, and to ensure forest co-management scheme leads to improved forest conditions. As with other initiatives, the deforestation rate will be advocated as a key indicator to measure the success of forest partnership in the long run. LESTARI will also continue to provide technical assistance to


formulate an SOP for forest monitoring to mitigate forest encroachment within FMU area. The FMU forest monitoring system will be an inseparable part of the provincial forestry database initiative as outlined in the diagram above. LESTARI’s sustainability milestones for the FMU strengthening initiative include secured funding from provincial government for FMU operationalization and the ratification of SOP for forest protection. Meanwhile, capacity building for FMU staff is a continuous process and cannot be completed within the remaining project timeframe if following all phases defined under the national curriculum. Therefore, the exit strategy, enabling LESTARI to withdraw support for FMU sites with a self-sufficient system in place, is to help to link FMUs and DLHK with the Training Center (Pusdiklat) of KLHK for sustained supervision, training, and supplies. Sustainable livelihoods initiatives will be continued and integrated within co-management and FMU initiatives. However, the final year priority will be on bridging the partnership between livelihood initiatives within FMU area with district economic empowerment programs. This means LESTARI will assist in the capacity enhancement of village-owned business enterprises or BUMDes (Badan Usaha Milik Desa) in collaboration with DPMG (Dinas Pemberdayaan Masyarakat Gampong) so that BUMDes can play a role as operational community-based enterprises for local commodities such as forest honey, rattan and coffee. In regards to the forest honey program, LESTARI will support the finalization of forestry partnership agreement (Pola Kerja Sama) between community forestry groups with FMU III covering an area of 6,095 hectares. This is the area that will contribute to the remaining target of hectares under improved management for Leuser Landscape. To sustain the capacity and resources for further assistance, LESTARI has initiated engagement with the Extension Center (Pusat Penyuluhan) of KLHK – which runs the community forestry empowerment program called LP2UKS (Lembaga Pelatihan dan Pemagangan Usaha Kehutanan Swadaya) – to establish linkage between community forestry business groups in Leuser Landscape with LP2UKS in other provinces which will allow farmer-to-farmer knowledge exchange. The critical tipping point for this livelihood initiative, though, is to ensure private sector investment is available. Thus, LESTARI will continue to support collaboration between PT PAS, BLU at KLHK, FMU, Inprosula, and community cooperative for coffee agroforestry within FMU area. While all requirements to apply for BLU funding will be finalized in early Q1, the decision from BLU is likely to be made in mid Q1. To protect the buffer zone of FMU V and Leuser National Park, LESTARI will continue to support the completion of UTZ certification for cacao. The certification is expected to be awarded to the farmers in November 2019. The farmers will have more secure market access with higher prices as their incentive. As LESTARI has facilitated partnership between cacao farmers and ECOM where the PPP also contains commitment from ECOM to assist farmer capacity, LESTARI will reduce gradually its resources throughout Q1 period and phase out cacao assistance in early Q2. LESTARI will focus on issuance and enforcement of the Governor’s Regulation on forest partnership as a safeguard for business implementation within the forest area. Finally, strengthening relations with local technical resources such as universities is important for FMUs to have continued access to technical assistance. To support this purpose, LESTARI will expand the LESTARI university partnerships initiative from Central Kalimantan to Aceh. Training will be conducted with faculty and staff at Syiah Kuala University (UNSYIAH) in Banda Aceh on how to use the Moodle Learning Management System (LMS) to develop UNSYIAH’s own e-learning courses. To foster greater self-reliance early in the process, LESTARI will only cover the training and not the system development, which self-financed by the university. The training will take place in the first quarter. Once the system is ready, FMUs will be the potential users for accessing these technical resources.


Initiative 4: PA METT Co-Management Support & Key Species Conservation in Leuser NP and Singkil Wildlife Reserve In Leuser National Park, LESTARI will continue to assist park management authorities with developing their long-term management plan (RPJP). This is a strategic opportunity to incorporate LESTARI key recommendations into the park’s long-term vision which will last for the next 10 years. The recommendations will include, but are not limited to, strengthening conservation partnership scheme between park, community and district government; formulating a strategy to sustain forest protection (i.e., patrol) under limited budget condition; promoting the model of Desa Mandiri Konflik as effective approach for human-wildlife conflict mitigation; formulating a strategy to engage strategic partners; and developing safeguards to mitigate negative impacts from infrastructure development. LESTARI will continue to support the implementation of conservation partnership scheme between Leuser National Park and 7 villages located in Putri Betung Subdistrict, Gayo Lues District and Darul Hasanah, Aceh Tenggara District, while maintaining implementation of the scheme in Alur Baning, Aceh Tenggara District. These areas are of significance because several communities are living in and/or conducting agricultural activities within the boundaries of the national park. LESTARI will also advocate this conservation partnership program as entry point to leverage budget from district government through incorporating the program into district government programs. Communities will benefit directly from the scheme through acquiring legal access to land, while local governments who are responsible for realizing community welfare will also benefit when the scheme is successful. Increased community trust will serve as a political legacy for current leadership. In terms of forest protection, LESTARI has successfully leveraged SMART patrol support in Leuser National Park and helped to institutionalize the implementation of SMART patrols in Indonesia. LESTARI has provided inputs to the national level SMART Task Force which led to the formulation of a series of manuals and issuance of three decrees on SMART patrol implementation by the Head of Training at KLHK. At the site level, LESTARI has leveraged the support of an additional 28 patrol teams operating over 496,400 hectares in total, through engaging other NGOs to share field data and coordinate patrols using the same SMART data model. These efforts have been designed to ensure continuation of SMART patrol implementation in the park. Nevertheless, relying on partners’ support may not be sustainable in the long run. While national budget may not be increased for supporting this initiative, LESTARI will work with the SMART Patrol Task Force to evaluate SMART patrol implementation in Indonesia and formulate a strategy to implement the initiative in a more cost efficient way. This may include revisiting the threat analysis to improve patrol planning, engaging communities to undertake joint patrols under conservation partnership scheme, and seeking local government support. At the site level, LESTARI will gradually reduce its support for SMART patrol field implementation while continuing to strengthen law enforcement processes through the Wildlife Crime Unit and Forest Crime Unit. To enhance key species protection, LESTARI will support Leuser National Park to establish a permanent monitoring site in western Leuser through undertaking camera trapping to set the baseline data for priority KLHK species, notably the Sumatran tiger. The data will be used for defining conservation interventions (SMART patrol and human-tiger conflict mitigation) and prioritize areas for increased protection. The permanent monitoring site will be incorporated into 2020 Park Annual Work Plan and the RPJP. In Rawa Singkil Wildlife Reserve (RSWR), LESTARI will continue to support the operationalization of reserve plans. After assisting with the completion of the reserve long-term management plan (RPJP), zonation, and annual work plan (RPJPn) for 2019 and 2020, LESTARI has been focusing on improving the effectiveness of reserve management by supporting active and on-site interventions. The implementation of conservation partnership scheme between the reserve and communities will be the target in this final year. For RSWR,


conservation partnership is a strategic approach to engage the community to conserve orangutans and their habitats. As with Leuser National Park, advocacy activities will be carried out to incorporate the conservation partnership initiative into government policy and programs thus allowing political and budget support. Three local governments – Aceh Selatan, Aceh Singkil and Kota Subulussalam – surround the reserve and receive benefit as well as impact from reserve destruction. Conservation partnership for restoring degraded orangutan habitat will cover an area of 140 hectares dominated by peatland. Furthermore, LESTARI will continue to improve the management of the Sumatran orangutan database for better orangutan conservation management planning. LESTARI will help BKSDA Aceh to develop a communication and outreach strategy to promote the importance of this area for preserving Sumatran orangutan. Orangutans, like other key species inhabiting Leuser Landscape, are distributed in pockets with Singkil supporting the highest known Sumatran orangutan population density (1.7 individuals per square kilometer). Other strategies also include the development of an ecotourism master plan that will carefully explore and design the ecotourism potential centered on observing wild orangutan, replicating what has been developed in Punggu Alas and Sebangau National Park. A lesson learned from Punggu Alas is that when ecotourism initiatives are carefully designed and oriented around community welfare, community involvement in the initiative will safeguard the natural assets (i.e., orangutan and their habitat) as their source of livelihood. LESTARI will also continue supporting the safeguarding of key species’ habitats by operating SMART patrol teams together with BKSDA Aceh, though will gradually reduce support for funding patrol implementation. As a way to ensure sustainability, LESTARI has been approaching private sector (palm oil) companies to seek support for Rawa Singkil Wildlife Reserve conservation and will continue the dialogue during the final year. To support Sumatran elephant conservation, LESTARI will continue strengthening capacity of CRU Trumon and assist District Government of Aceh Selatan to obtain Tahura (a type of conservation area) status. During Year 4, the proposal of TAHURA has been submitted to KLHK for a 2,700 hectares area. While initial consultation with PKTL-KLHK confirmed that all requirements had been completed, they requested that the proposal should be submitted by Governor of Aceh instead of Bupati. They also requested further ground checks. The letter was received on July 2019, and since then LESTARI has facilitated a series of consultations in district, provincial and national levels to address the issues. In September 2019, LESTARI facilitated ground check that confirms the proposed area is “clean and clear.” However, the Tahura management plan has to be revised as a result of ground checking. LESTARI has planned to facilitate this revision by mid of October 2019. LESTARI and Government of Aceh Selatan have targeted to resubmit the proposal by December 2019. The process will be followed up by assigning a team – led and funded by the district government – to undertake field verification around January-February 2020. Therefore, it is expected that by March 2020 KLHK will officially approve the designation of the Tahura Trumon. In regards to sustaining resources, in particular from PA financing standpoint, a LESTARI study in late 2018 revealed that Leuser National Park and Rawa Singkil Wildlife Reserve are lack the funding needed to achieve their stated management objectives. To secure the sustainable protection of these PAs, increasing government budget allocations is of the top priorities. However, considering that government budget allocations for forestry sector in the last five years has remained stagnant and in light of competing development priorities in Indonesia that require increased funding, the Leuser NP and Rawa Singkil WR authorities should work towards increasing the effectiveness and efficiency of budget planning and implementation. While LESTARI will provide support in the form of financial training and budget planning, LESTARI will finally phase-over the initiative in these two PAs to government and/or other donors/organizations by end of March 2020. LESTARI will work with KLHK to compile lessons learned, documenting best practices and disseminating this knowledge for the improvement of future PA assistance.


LANDSCAPE: LEUSER INITIATIVE 1: PROVINCIAL LAND USE LICENSING MONITORING AND ENFORCEMENT

DESIRED CONDITION FOR SUSTAINABILITY

(POLICY, BUDGET, CAPACITY BUILDING)

IMPLEMENTATION STRATEGY

(ACTIVITIES, PARTNERS) SUSTAINABILITY

MILESTONES INDICATORS SUPPORTED RESOURCES REQUIRED

Improved licensing and permitting mechanism to be more transparent, inclusive, accountable, responsive, and timely

● Continue the development of a web-based GIS (Forestry Database System) to manage forestry spatial data that include forestry permits, social forestry area, and other forest and land use data (Partner: DLHK)

● Assist in the development of SOP for data management that includes data collection, data integration, data analysis, and data dissemination (Partner: DLHK)

● Continue to enhance civil society capacity to monitor deforestation and permit implementation, via the Environmental Journalists Network, local NGOs, and FMUs (Partner: Environmental Journalists Network, HaKA, FKL)

● Continue the development of improved FMU forest monitoring system that feeds Forestry Database System (Partner: FMU V)

● DLHK has a database system that allows them to provide sound technical recommendations for licensing and permitting within forest area. The database system should be transparent, accessible for public monitoring, and integrated to reduce the multiple versions of forest data

● SOP is available for data management that links provincial vs FMU monitoring system, and links provincial vs CSOs reporting system

● Deforestation indicator is used by provincial government as performance indicator, and monitored together with civil society on regular basis

#4 - Number of public policies introduced, adopted, repealed, changed or implemented consistent with citizen input # 5 - Number of sub-national government with improved licensing and permitting mechanism #7 - Number of Multi Stakeholder Initiatives (MSIs) or civil society advocacy initiatives which formulate and deliver policy-relevant inputs on sustainable forest and land management to decision makers #8 - Number of champions engaged in advocacy interventions

Direct implementation led by Aceh Sustainable Landscape Specialist with support from Jakarta Sustainable Land Use Development & Stakeholder Specialist and Jakarta Conservation Spatial Planning & GIS Specialist Additional support will be needed from STTAs for Geoportal/Database development. Jakarta Project communication specialist will assist with CSO enhancement and Jakarta Biodiversity & Conservation Area Management Specialist will assist the development of forest monitoring system within FMU V


LANDSCAPE: LEUSER INITIATIVE 2: SUB-NATIONAL PROGRAM AND BUDGET LEVERAGING



IMPLEMENTATION STRATEGY

(ACTIVITIES, PARTNERS) SUSTAINABILITY

MILESTONES INDICATORS SUPPORTED RESOURCES REQUIRED

LESTARI key recommendations for improved forest management are programmed and budgeted by sub-national government (e.g., FMU operationalization, collaborative management, forest patrol, forest rehabilitation, forest conservation, sustainable forest utilization)

● Support local government on efficient and effective use of budget allocated for improved forest management (Partner: DLHK, FMU V and FMU VI) ● Build CSOs’ capacity to

continue advocacy for improved forestry planning and budgeting (Partner: CSOs e.g., MaTA, GeRAK) ● Support district governments

to develop incentive schemes for villages in order to sustain the village fund allocation for forest conservation (Partner: Local government agencies of Aceh Selatan and Gayo Lues e.g., Bappeda, DPMK)

● Provincial annual budget is secured for improved forest management

● FMU V and VI annual plans (RPHJPd) are in line with provincial forestry program and budget

● Incentive and monitoring schemes for village fund allocation and utilization are adopted by targeted district government

#4 - Number of public policies introduced, adopted, repealed, changed or implemented consistent with citizen input #6 - Number of SEAs/LCPs recommendations related with land use, spatial plan, forest management, and biodiversity conservation incorporated into sub-national government policy, planning and program #7 - Number of Multi Stakeholder Initiatives (MSIs) or civil society advocacy initiatives which formulate and deliver policy-relevant inputs on sustainable forest and land management to decision makers #8 - Number of champions engaged in advocacy interventions # 13 - Amount of investment mobilized (in USD) for climate change and biodiversity conservation as supported by USG assistance

Direct implementation led by DCOP with assistance from STTAs for budget advocacy. At the landscape level, Co-management Officer in Aceh Selatan and Landscape Governance Specialist will assist with day to day advocacy


LANDSCAPE: LEUSER INITIATIVE 3: FMU, CO-MANAGEMENT & SUSTAINABLE LIVELIHOODS



IMPLEMENTATION STRATEGY (ACTIVITIES, PARTNERS)

SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES REQUIRED

FMU adopted multi-use and multi-stakeholder forest management principles through shared roles in co-management of natural resources by reducing spatial uncertainty especially for local communities

● Continue LESTARI assistance for the implementation of post social forestry permit acquisition through partnership between FMU, community, and private sector (Partner: DLHK, FMU, Pokja PS Aceh, private sector, community forestry groups).

● Assist DLHK to finalize Governor Regulation on forest partnership that outlines monitoring scheme for forest partnership implementation – deforestation rate should be a key indicator (Partner: DLHK, FMU)

● Support the integration of livelihood initiatives within FMU area with district economic empowerment program (Partner: DPMK, BUMD/es)

● Continue LESTARI assistance for certification of green commodities to safeguarding the forest (Partner: Private sector)

● Assist FMU to develop SOP for forest protection and law enforcement to mitigate forest encroachment (Partner: FMU, DLHK)

● Funding mobilized from government and private sector for FMU operationalization and sustainable livelihood activities for community

● Improved livelihoods (i.e. increased productivity, improved income, secured access to the land) for community that reducing pressure on forest resources

● Safeguards (monitoring scheme, SOP, certification) are in place to ensure that livelihood activities are not threatening forest area

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #11 - Number of Forest Management Unit (FMU) strengthened as a result of USG assistance #12 - Number of people receiving USG supported training in natural resources management and/or biodiversity conservation #13 - Amount of investment mobilized (in USD) for climate change and biodiversity conservation as supported by USG assistance #14 - Number of people receiving livelihood co-benefits (monetary or non-monetary)

Direct implementation and Grants: Co-management Officer and FMU Specialist will be responsible for social forestry program and FMU strengthening with support from Jakarta Provincial Governance & Advocacy Specialist will assist in the finalization of Governor Regulation Certification Coordinator & Field Officers will be responsible for livelihood initiatives with support from Jakarta technical team. Landscape Governance Specialist will be responsible for SOP for forest protection with support from Jakarta Biodiversity & Conservation Area Management Specialist. LESTARI grantees (FKKM, Inprosula, OIC) will support day-to-day assistance for targeted beneficiaries


LANDSCAPE: LEUSER INITIATIVE 4: PA METT CO-MANAGEMENT SUPPORT & KEY SPECIES CONSERVATION




SUSTAINABILITY MILESTONES

INDICATORS SUPPORTED RESOURCES REQUIRED

CA management is more effective Reduced wildlife conflict, encroachment, and poaching

● Assist Leuser NP to develop sound RPJP and BKSDA to develop sound ecotourism master plan for SM Rawa Singkil (Partner: Leuser NP, SM Rawa Singkil)

● Continue program and budget advocacy work – focus on potential funding from sub-national government through the integration of CA program with sub-national government program i.e. district, village (Partner: Leuser NP, BKSDA, local/village government)

● Continue to facilitate co-management implementation via the national government framework i.e. Kemitraan Konservasi and use this program to access sub-national commitment and funding for CA conservation (Partner: Leuser NP, BKSDA, local government, community forestry groups)

● Continue assistance for SMART Patrols and WCU/FCU in Leuser NP, focused on adoption of the methodologies by Leuser NP partners (Partner: Leuser NP, NGOs)

● Amplify the model of Desa Mandiri Konflik assisted by LESTARI for wider replication (Partner: KLHK, BKSDA, local government, community groups)

● Assist Leuser NP to establish permanent monitoring site for key species protection (Partner: Leuser NP)

● Continue assistance for obtaining legal status for Tahura Trumon (Partner: DLH Aceh Selatan and DLHK Aceh Province)

● CA has sound management plan

● CA has adequate financing

● CA adopts co-management principles (with communities and sub-national government)

● Enhanced patrols and

law enforcement ● Human-wildlife conflict

mitigation incorporated into sub-national program and policies

● Tahura Trumon receives legal status from KLHK and Government of Aceh Selatan allocates budget for operational cost of Tahura

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #3 - Percentage reduction in poaching in focus area #10 - Number of Conservation Areas (CAs) with at least 70 point in METT scores across LESTARI landscapes as result of USG assistance #12 - Number of people receiving USG supported training in natural resources management and/or biodiversity conservation

Direct implementation and Grants led by Leuser Landscape Coordinator with support from Jakarta Biodiversity & Conservation Area Management Specialist Landscape Stakeholder Engagement Coordinator will continue to assist the implementation of Conservation Partnership SMART Patrol, WCU/FCU, WRU teams will continue to assist Leuser NP and BKSDA LESTARI grantees (FKKM, FKL, OIC) will support with day-to-day assistance for targeted beneficiaries


Katingan-Kahayan Landscape

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W E S T K A L I M AN TA N

P R O V IN C E

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Sebangau National Park

Tanjung PutingNational Park

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TN Sebangau

UNIT XXXI - KPHP

Block C-2

TN Bukit Baka Bukit Raya

UNIT XXXI - KPHP

UNIT XVII - KPHP

UNIT XXIX - KPHP

UNIT XXX - KPHP

UNIT XIII - KPHP

UNIT XV - KPHP

UNIT XVII - KPHP

UNIT XVII - KPHP

PT. HUTAN DOMAS RAYA

UNIT XVIII - KPHP

UNIT XXX - KPHP

PT. CARUS INDONESIA

PT. DWIMA JAYA UTAMA

PT. HUTAN MULYA

PT. KAYU WAJA

UNIT XVI - KPHP

PT. DWIMA JAYA UTAMA

UNIT III - KPHP

PT. SIKATAN WANA RAYA

PT. SARANA PIRANTI UTAMA

PT. FITAMAYA ASMAPARA

UNIT XVI - KPHP

PT. GRAHA SENTOSA PERMAI

UNIT XIII - KPHP

UNIT XXXI - KPHP

UNIT III - KPHP

UNIT XIII - KPHP

UNIT XXXII - KPHL

UNIT XVIII - KPHP

UNIT XV - KPHP

UNIT XVI - KPHP

UNIT XVIII - KPHP

HKM Kapakat Atei

UNIT IV - KPHL

HKM Batu Bulan

UNIT XVI - KPHP

HD Mangkawuk

HD Bawan

HKM Tumbang Marikoi

Sampit

Kasongan

Kuala Kurun

Pulang Pisau

Kuala Pembuang

S e r u y a n

K a p u a s

M u r u n g R a y a

K o t a w a r i n g i n B a r a t

K a t i n g a n

P u l a n g P i s a u

Palangkaraya

114°0'0"E

114°0'0"E

113°30'0"E

113°30'0"E

113°0'0"E

113°0'0"E

112°30'0"E

112°30'0"E

112°0'0"E

112°0'0"E

0°0'0"

0°0'0"

0°30'0"S

0°30'0"S

1°0'0"S

1°0'0"S

1°30'0"S

1°30'0"S

2°0'0"S

2°0'0"S

2°30'0"S

2°30'0"S

3°0'0"S

3°0'0"S

3°30'0"S

3°30'0"S

0 20 40 60 80 10010Km

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Legend"/ Provincial Capital!. District Capital

Provincial BoundaryDistrict BoundaryRiverOperational LandscapeLogging Concessions boundaryConservation Areas BoundaryFMU boundary


Year 2-4Year 5

CENTRAL

KALIMANTAN

NORTH KATINGAN

AREAS UNDER IMPROVED MANAGEMENT INKATINGAN-KAHAYAN LANDSCAPE



Landscape Profile The Katingan-Kahayan Landscape in Central Kalimantan covers more than 4 million hectares in Katingan, Pulang Pisau, Gunung Mas Districts; a small part of Kotawaringin Timur; and Palangkaraya municipality. It includes both deep peatland of the ex-mega rice project and Sebangau National Park as well as mineral soils including Bukit Baka Bukit Raya (BBBR) National Park. The region’s economy depends on forestry, agriculture, commodities, trade, services, and mining sectors. Much of the landscape is vulnerable to forest and peatland fires, illegal logging, forest degradation, conversion for oil palm plantations, habitat destruction, and biodiversity loss. Unsustainable land use management continues to release large emissions while also negatively impacting the health and livelihoods of local communities. The landscape is home to a range of endemic and endangered key species. Of particular importance is the critically endangered and globally-valued Bornean Orangutan which faces threats from both habitat destruction and poaching. The Central Bornean Orangutan is the most numerous sub-species with approximately 35,000 individuals spread out over West and Central Kalimantan.

Landscape Initiatives LESTARI’s overall vision in Katingan-Kahayan is to reduce GHG emissions from peat degradation, deforestation, and fire through improved peatland management for sustainable livelihoods/conservation and CA management. For the mineral soil sub-landscape, LESTARI’s overall vision is to reduce deforestation and improve biodiversity conservation through sustainable co-management, forest management, and CA management. The challenge now for LESTARI is to sustain what have been achieved. Over 4 years, LESTARI has marked significant progress in the Katingan-Kahayan Landscape. Working with two CAs, 16 FMUs and various local government agencies and stakeholders, LESTARI has been able to mobilize USD 9.7 million for improved forest management, social forestry, and fire mitigation. Social forestry assistance along with livelihoods and PPPs facilitation have provided benefit for more than 23,000 people. About 2,496,911 hectare of forest area have experienced improved management including areas managed by 7 private sector concessions in this landscape. Early in Year 4, LESTARI carried out an assessment that identified the opportunity of supporting the allocation of Reforestation Funds for fire prevention, social forestry, and forest protection. The assessment also revealed that Central Kalimantan has the largest funding pot available – amounting to over USD 30 million – as well as extremely high needs for better fire prevention, and a current situation of underfunding of FMUs, social forestry, and forest protection. Throughout the rest of Year 4, LESTARI supported the development of a budget proposal to allocate some of the Reforestation Funds in Central Kalimantan that led to an issuance of IDR 63.2 billion (USD 4.5 million), covering fire prevention, forest monitoring, social forestry, and forest rehabilitation activities. The Reforestation Funds work has opened opportunities for local government to operationalize forest management principles which have been hampered by a lack of budget. The availability of funds is one aspect of sustainability in this landscape. As sustainability is impacted by many other factors, LESTARI will continue to apply other principles to sustain the viability of LESTARI initiatives long after the project ends. This includes supporting effective implementation of activities funded under the Restoration Fund, and seize the opportunity to integrate key recommendations from LESTARI into local government’s long term vision during the election for governor in 2020. This will be done through assisting the Forestry Agency to prepare their technical five year strategic plan (Renstra Teknokratis) as input for the new governor.


The key final year AMEP target for the Katingan-Kahayan Landscape is to achieve an additional 922,087 hectares of biologically significant forest and/or natural resources under improved management as well as maintain areas achieved in previous years.

Land Use Approach Final Year Target (hectares)

FMU IV

Capacity and institutional strengthening for FMU IV

7,805 FMU XIII 177,710 FMU XV 107,844 FMU XXIX 196,943 FMU XXXII 185,565 FMU I 6,861

FMU XI 1,902

FMU XII 16049 FMU XIX 21,505 FMU XXI 433

FMU XV

Improved private sector best management practices through CMMP 199,470

FMU XVI

FMU XVII

Other Areas

TOTAL 922,087 Availability of Reforestation Funds will effectively support this purpose. Furthermore, it is worth noting that the initiatives to achieve this final year target have been being carried out since Year 4. Thus, there will be no new initiatives. The focus of intervention will be oriented around organizational sustainability, ensuring procedures (e.g., SOP for forest protection, knowledge management system) are adopted by key stakeholders and human resources have sufficient capacity to implement them. The LESTARI team also appreciates that involving civil society, be it community groups or NGOs, is key to ensuring sustainability in the long run. Therefore, LESTARI has prepared forest community groups – with support from academia – to continue current initiatives. This will be done through facilitating a partnership between community, FMU, private sector, and university. LESTARI will also continue to strengthen partnership with GGGI, notably for Sebangau National Park financing and peatland restoration, in a way that allows GGGI to carry forward LESTARI principles in this landscape. The same principle applies for WWF, which has been a valued consortium partner throughout LESTARI, to continue LESTARI approaches in the Katingan-Kahayan Landscape. WWF in Central Kalimantan has secured funding from several donors which was made possible through promoting landscape approach principles learned from the LESTARI project. The following are the final year integrated landscape initiatives for this landscape:

1. Sub-National Program and Budget Leveraging 2. FMU, Co-Management, & Sustainable Livelihoods 3. PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and

Bukit Baka Bukit Raya NPs 4. Private Sector BMP


Initiative 1: Sub-National Program and Budget Leveraging During Year 4, LESTARI initiated the Reforestation Funds advocacy work in Central Kalimantan. This involved building informal communication with local and national officials, including at the Ministry of Home Affairs, the Ministry of Environment and Forestry, and the Ministry of Finance; holding workshops involving FMUs to discuss how the funds could and should be allocated; supporting the development of the budget proposal itself; and facilitating communication between national and provincial government officials to problem-solve as the proposal went through vetting in Jakarta. This ultimately resulted in the successful mobilization of IDR 63.2 billion (USD 4.5 million) of Reforestation Funds. By involving the Ministry of Finance on field visits, this also resulted in a draft budget law for 2020 implementation that explicitly allows the use of Reforestation Funds for FMU operationalization. Build from this foundation, LESTARI has started the process of supporting the Forestry Agency in rolling out the programs funded by 2019 Reforestation Funds, and will continue to facilitate discussion on 2020 Reforestation Fund allocations in this final year. Because the incorporation into revised budget (APBD Perubahan) provides limited time for the Forestry Agency to disburse the budget by end of government fiscal year in December 2019, the 2020 Reforestation Funds will be incorporated into APBD murni or local government budget (in their “pure” form as approved by DPRD) to allow a full year of spending from January to December 2020. The local government has targeted to pursue IDR 236 billion (~USD 16.5 million) of 2020 Reforestation Funds. LESTARI will assist the Forestry Agency to develop the structure of the proposed budget allocation (i.e., program approach, targets, focus areas, unit costs) so that funds could be structured in order to apply best practices and lessons learned from LESTARI in how to effectively support fire prevention, FMU operationalization, and social forestry. This assistance will be completed early in Q1. Furthermore, LESTARI will advocate for distribution of authority in budget management from the Forestry Agency to FMUs. The current practice where the Forestry Agency is the only institution to manage budget program will not only make budget absorption impossible but also goes against the objective of empowering FMUs. At the national level, LESTARI will advocate to the Ministry of Finance to develop a new scheme for Reforestation Funds utilization that allows co-administration (known as Tugas Perbantuan) from province to districts or villages. In parallel, LESTARI will continue to increase capacity of CSOs to conduct budget advocacy following the finalization of a budget brief, and facilitate multi-stakeholder involvement in monitoring of 2019 Reforestation Funds allocation and impacts on FMU strengthening, social forestry, and forest rehabilitation. This initiative is part of the LESTARI exit strategy to sustain budget mobilization. As a final wrap-up of LESTARI intervention in this landscape, LESTARI will work with the Forestry Agency to prepare technical recommendations for the 2020 Governor Election through the development of Renstra Teknokratis. LESTARI will ensure that the key recommendations drawn from best practices and lessons learned in the field will be incorporated into the document. While LESTARI activities will cease by March 2020 in this landscape and the election for governor will be held in September 2020, WWF will oversee the ratification of this pivotal document. Initiative 2: FMU, Co-Management, & Sustainable Livelihoods LESTARI will continue to provide technical assistance to improve management in the 10 FMUs (FMU IV, XIII, XV, XXIX, and XXXII, I, XI, XII, XIX, and XXI ) in this landscape. This will involve providing support to finalize long-term forest management plans (RPHJP) and annual forest management plans (RPHJPd), as well as assisting FMUs to obtain KLHK endorsement of these plans. For FMU IV and XXXII, the RPHJP have been submitted to KLHK and are likely to receive endorsement in the first quarter. LESTARI assistance on RPHJP/d development is done through coaching clinic approach as one method to build FMU capacity. LESTARI will assist


FMUs to manage Reforestation Funds and implement programs under this scheme to make optimum use of funds. This will include application of SOP for forest protection and patrol which has been issued by the Forestry Agency in Year 4. Forest protection within FMU area will be enhanced through collaboration with concessions to jointly manage High Conservation Value (HCV) areas such as orangutan habitat. Besides FMU planning, LESTARI will continue to support FMU operationalization through facilitating partnership schemes, be it under social forestry scheme, forest partnership, or forest partnership to support food security. As previously explained, establishing linkage or partnership between FMUs and other stakeholders can promote sustainability by augmenting resources for FMUs. In order to make these partnerships work well, LESTARI will equip FMUs and community forestry groups with necessary skills, such as business development skills, so not only can they develop business plans but most importantly they will be able to negotiate independently with private sector partners. LESTARI will also assist in the development of SOP for FMUs as guidance to build collaboration with other stakeholders. This is in line with strategic plan of the Forestry Agency to prepare FMUs as forest managers that are able to sustainably manage forest areas under their jurisdiction. Support for sustainable community livelihoods and PPPs will be continued and integrated within co-management and FMU strengthening work. To wrap up LESTARI assistance for the rubber initiative in Pulang Pisau, LESTARI has facilitated a business agreement between district government, rubber farmer groups, and private sector to enable a fair rubber trade; thus, business sustainability can be secured both at the farmer and factory level. Where rubber cultivation is within FMU area, the FMU will be an integral part of this scheme. Since LESTARI has been gradually handing over the initiative to local government by facilitating the establishment of UPPB (official entities recognized by government) throughout Year 4, LESTARI can wrap up its assistance by end of the first quarter. Furthermore, having become legally recognized under UPPB, rubber farmers have now greater opportunity to access technical and financial resources from other institutions such relevant ministries and banks. In parallel, LESTARI will wrap up the rubber initiative in Gunung Mas District through the formulation of Grand Design for rubber trading system and development in the district, together with BUMD (Local Government Enterprise), Bappeda, FMU XV and XVI. This document will be used by the newly elected Bupati as reference for policy formulation to strengthen district-level economic development, which unfortunately has relied for too long on unsustainable exploitation of natural resources. To strengthen the roles of universities in collaborative forest management, LESTARI will continue to integrate research findings into forest management plans. This is implemented through the collaborative work between Michigan State University (MSU), Universitas Palangkaraya (UPR) and Universitas Muhammadiyah at Palangkaraya (UMP). In this final year, the LESTARI team will finalize the study on peatland restoration, biomass and species composition, and livelihood demonstration activities. This will include estimation of carbon sequestration over 10-15 years following canal-blocking and the re-wetting of peat soils. The result is expected to demonstrate the positive impact of canal blocking thus encouraging government to maintain the existence of canal blocking. Maintaining canal blocking or ensuring it is functioning well will not be possible without community engagement through the Free, Prior, and Informed Consent (FPIC) process introduced by LESTARI in which community voices were used as the foundation for the design and location of the canal blocking sites. A lesson learned is that peatland restoration efforts should not disrespect the rights of local communities and inhibit their access to livelihood activities. LESTARI will also finalize data collection within community forest area to allow communities to measure and monitor ecosystem services in their social forestry areas. To retain the knowledge obtained from field activities, the data and material will be used in two special modules listed in the Peatland Forest Ecosystem and Climate Change Science on-line


course. The two modules are: Rehabilitasi Hutan Gambut: Pemulihan Ekologis dan Peluang Sosial Ekonomi and Pengukuran, Pemantauan, dan Pelaporan Layanan Ekosistem Hutan Berbasis Masyarakat. The modules will be completed by the second quarter. Furthermore, LESTARI will continue to actively seek opportunities to amplify the online Learning Management System (LMS) built in Year 4 at the national level. This will include working with the Ministry of Research, Technology and Higher Education to allow LMS be added to the SPADA e-learning course catalog (https://spada.ristekdikti.go.id/), as well as working with KLHK and BRG to use LMS for building the capacity of their extension staff. LESTARI will host a symposium in Jakarta in the second quarter that highlights the e-learning training tools developed under LESTARI with the University Consortium and stakeholders. This symposium will serve as a venue to promote the five-module course on Peatland Forest Ecosystems and Climate Change Science, course(s) developed or in development with UNSYIAH Aceh, the training courses supporting KLHK and BRG, and the SPADA course portal. Initiative 3: PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and Bukit Baka Bukit Raya NPs In Year 4, LESTARI has been actively seeking opportunities to move the CA financing initiative forward. LESTARI and the Global Green Growth Institute (GGGI) have been supporting the provincial government of Central Kalimantan with sustainable land use and forest management and green enterprise development, including the strengthening of FMUs. Under the collaborative Green Growth Program between the Government of Indonesia and GGGI, the possibilities for development of innovative financing mechanisms – including green bonds – have been explored, to enhance funding for peatland restoration and management. Given this background, LESTARI and GGGI teams joined forces to conduct feasibility studies and assessments necessary to prepare an investable project for Sebangau National Park involving peatland restoration, community-based sustainable livelihoods, and eco-tourism development. This collaboration will be continued in final year. LESTARI and GGGI have defined each role in line with time constraints for LESTARI. Therefore, from the four steps to develop an investment proposal – (1) technical assessment; (2) business models and community assessment; (3) investment proposal development; (4) environmental, social and gender safeguards – LESTARI will be responsible for business models development and community assessment. This activity will include baseline mapping, community stakeholders engagement, enterprise development, and developing market linkages for enterprises. LESTARI contribution in this collaboration is based on results from previous assessments by LESTARI for CA financing. Given the limited project timeframe, the remaining steps to develop an investment proposal will be followed up by GGGI. In this final year, there is no hectares target from Conservation Areas in this landscape as this was already achieved in previous years. However, to maintain what was achieved, the activities in Sebangau and Bukit Baka Bukit Raya National Parks will be built around finalization of programs defined in Annual Work Plans (RKT) signed between LESTARI and the Parks, and bring the lessons learned to feed national advocacy initiatives such as evaluation and refinement of METT and SMART patrol methods. The activity at the landscape level will include revision of Sebangau NP zonation to safeguard collaborative management between the Park and communities, sustainable use of traditional zone in BBBR NP, as well as continued support for SMART patrols implementation and improved data management. As a strategy to sustain the initiatives, LESTARI will facilitate partnership between the Parks and private sectors such as concessions to enhance forest protection. The Bornean orangutan reintroduction program in Bukit Baka Bukit Raya National Park will continue towards the total target of 187 orangutan released into the wild. As of September 2019, the program has released 128 orangutans. The remaining 59 orangutans will be released in this Final Year of LESTARI. This program also supports safeguarding orangutan habitat through SMART patrols and collaboration activities with the community to mitigate human-orangutan


conflict. LESTARI will then phase over the orangutan initiative to BOSF, which has already demonstrated success in securing funding from other sources and establishing strategic partnerships with forest authorities. Initiative 4: Private Sector BMP While trainings in Reduced Impact Logging (RIL-C) for the 7 partner timber concessions (HPHs) have been finalized by the end of Year 4, LESTARI support to improve management of production forests will be focused on bridging partnerships between timber concessions and FMUs. The entry point for this partnership is management of HCV areas. This is not new for concessions, as two HPHs under Dwima Group have their own conservation management and monitoring plans (CMMP), but it is a new initiative for FMUs. Initial training for HCV management has been carried out in the end of Year 4 involving FMU XV, XVII, XXX and two HPHs (Dwima Jaya Utama and Carus Indonesia). During the final year, the training series will continue followed by the development of an SOP for monitoring HCV which will be integrated into SOP for forest protection explained under Initiative 2. LESTARI will complete monitoring for RIL-C implementation in the first quarter, phase out from the RIL-C initiative, and bring the lessons learned from the RIL-C process to national level.


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 1: SUB-NATIONAL PROGRAM AND BUDGET LEVERAGING




SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES

REQUIRED

LESTARI key recommendations for improved forest management are programmed and budgeted by sub-national government (e.g., fire prevention & preparedness, FMU operationalization, collaborative management, forest patrol)

● Continue assistance on Reforestation Funds for local government with focus on developing budget proposal for 2020 Reforestation Funds and incorporate this budget into APBD murni to allow enough time for budget disbursement (Partner: Dishut, BPKAD, Bappeda)

● Assist the Forestry Agency to efficiently and effectively use Reforestation Funds allocation for improved forest management – encourage distribution of authority between the Agency and FMU on budget management, and co-administration scheme to districts/villages (Partner: Dishut, FMUs, Bappeda, BPKAD, Ministry of Finance)

● Support the Forestry Agency to develop Renstra for 2020-2024 to secure LESTARI key recommendations – Reforestation Funds initiative will also be incorporated into Renstra (Partner: Dishut, Bappeda, FMUs)

● Build CSO capacity to advocate for improved forestry planning and budgeting – focus on monitoring the use of Reforestation Funds (Partner: WALHI Kalteng)

● Reforestation Funds secured in APBD murni for improved forest management

● Forestry Agency has improved budget performance through effective use of Reforestation Funds

● LESTARI key recommendations on fire prevention, FMU operationalization, social forestry enhancement are incorporated into Renstra Dinas Kehutanan 2020-2024 and CSOs assist in ratification post-LESTARI

#4 - Number of public policies introduced, adopted, repealed, changed or implemented consistent with citizen input #6 - Number of SEAs/LCPs recommendations related with land use, spatial plan, forest management, and biodiversity conservation incorporated into sub-national government policy, planning and program #7 - Number of Multi Stakeholder Initiatives (MSIs) or civil society advocacy initiatives which formulate and deliver policy-relevant inputs on sustainable forest and land management to decision makers #8 - Number of champions engaged in advocacy interventions # 13 - Amount of investment mobilized (in USD) for climate change and biodiversity conservation as supported by USG assistance

Direct implementation led by Landscape Advocacy Specialist with support from STTAs for budget advocacy, Landscape Governance Specialist, and Policy & Technical Support Coordinator


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 2: FMU, CO-MANAGEMENT, & SUSTAINABLE LIVELIHOODS






FMU adopted multi-use and multi-stakeholder forest management principles through shared roles in co-management of natural resources by reducing spatial uncertainty especially for local communities

● Continue LESTARI assistance to finalize RPHJP/d for 3 FMUs (XIII, XV, XXIX) and ensure the alignment between FMU plans and Renstra of Forestry Agency (Partner: FMU, Dishut)

● Under the Renstra work, assist Forestry Agency to develop and incorporate FMU performance indicators to support FMU operationalization (Partner: Dishut, FMU, GGGI)

● Assist Forestry Agency to finalize SOP for forest protection within FMU areas that covers forest patrol, law enforcement strategy, management of HCV area and support implementation of the SOP (Partner: Dishut, FMU, GGGI)

● Continue facilitation of business partnerships between FMU, community, and private sector under the existing government frameworks and support the development of provincial SOP for forest partnership (Partner: Dishut, FMU, Pokja PS Kalteng, private sector, community groups)

● Continue to strengthen collaboration between universities and relevant stakeholders to improve forest and peatland management through evidence-based research. This includes retainment of knowledge into LMS and promote LMS as a reliable scientific resource for forest and peatland management. (Partner: UPR, UMP, BRG, BPSKL, community forestry groups, FMU, RISTEKDIKTI)

● Funding mobilized from government and private sector for FMU operationalization and sustainable livelihood activities for community

● Improved livelihoods (i.e. increased productivity, improved income, secured access to the land) for community that reducing pressure on forest resources

● Safeguards (monitoring scheme, SOP, evidence-based research) are in place to enable adaptive management in forest management

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #11 - Number of Forest Management Unit (FMU) strengthened as a result of USG assistance #12 - Number of people receiving USG supported training in natural resources management and/or biodiversity conservation #Indicator 13 - Amount of investment mobilized (in USD) for climate change and biodiversity conservation as supported by USG assistance #14 - Number of people receiving livelihood co-benefits (monetary or non-monetary)

Direct implementation – Policy & Technical Support Coordinator will lead the FMU planning work with support from Landscape Spatial Planning & GIS Specialist Landscape Biodiversity Conservation Specialist will focus on SOP development for forest protection Sustainable Livelihood Development Officer will be responsible for livelihood and social forestry program with support from Landscape Stakeholder Engagement Coordinators and Technical Team for Private Sector Engagement MSU will work with Landscape Coordinator to continue universities partnership program


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 3: PA METT CO-MANAGEMENT SUPPORT & ORANGUTAN SPECIES CONSERVATION IN SEBANGAU NP AND BUKIT BAKA BUKIT RAYA NP





INDICATORS SUPPORTED

RESOURCES REQUIRED

CAs have institutional capacity to manage forest and enhance species conservation with multi-stakeholder forest management principles

● Continue collaboration with GGGI to enable access to finance for Sebangau NP (Partner: Sebangau NP, GGGI)

● Assist CAs to prepare safeguards for collaborative management through revision of CA zonation and sustainable use of traditional zone (Partner: Sebangau NP, BBBR NP)

● Continue assistance for SMART Patrols implementation and improved data management in CAs, and enhance CAs capacity to access finance for patrols (Partner: Sebangau NP, BBBR NP)

● Continue assistance for Borneo orangutan conservation in BBBR NP and orangutan-human conflict mitigation through BOSF (Partner: BKSDA, BBBR NP, BOSF)

● Facilitate partnership between BBBR NP and PT SBK to enhance forest protection (Partner: BBBR NP, PT SBK)

● The modality for GGGI to continue assistance for Sebangau NP in accessing finance is available, as a result of collaboration with LESTARI

● CA zonation reflected collaborative management

● Enhanced forest protection through collaboration with stakeholders

● Conservation of Borneo orangutan continued post LESTARI

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #10 - Number of Conservation Areas (CAs) with at least 70 point in METT scores across LESTARI landscapes as result of USG assistance #12 - Number of people receiving USG supported training in natural resources management and/or biodiversity conservation

Direct implementation and Grant for OU – led by Landscape Coordinator with support from Landscape Biodiversity Conservation Specialist and Jakarta Biodiversity & CA Management Specialist


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 4: PRIVATE SECTOR BMP




SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES REQUIRED

Private sector concessionaires meet sustainability and reduced emissions standards

● Enhance FMUs capacity to evaluate company CMMP commitment and develop SOP for monitoring CMMP commitment (Partner: concessionaire, FMU)

● KLHK adopt RIL-C approach

● SOP for monitoring commitment to CMMPs is available

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #15 – Number of private sector firms that have improved management as a result of USG assistance

Direct implementation led by Landscape Biodiversity Conservation Specialist with support from Technical Team for Private Sector Engagement and Jakarta Biodiversity & CA Management Specialist


PAPUA LANDSCAPES As of September 2019, the Papuan operating environment undermines conduciveness for USAID LESTARI. The political and security situation in Papua recently deteriorated when an incident in Surabaya sparked violent protests throughout Papua. In response to these demonstrations, the central government has sent more security personnel and additional ‘security restrictions’ on voice and internet communications at the time of writing. While this action subdues demonstrations and violence, it does not resolve underlying issues. It is likely that recent tensions will remain simmering over the last year of LESTARI implementation, even with additional security personnel being posted to the province. Moreover, current political tensions, exacerbated by the Papuan Governor’s reshuffle of top positions in the provincial government, an overburdening budget priority on the Indonesian Games (PON - to be held in Papua in 2020), and uncertainties of the current and future special autonomy funds are all factors that will likely impinge on LESTARI’s effectiveness in the final year. This is especially true with regard to governance initiatives at both the provincial and landscape levels. LESTARI will strive to achieve its ambitious targets for Papua through the end of the contract, however, priority will be on the safety and security of staff, partners, and assets. Safety and security evaluations will be conducted on a regular basis in coordination with the Tetra Tech Home Office, and any necessary and significant adjustments to work schedule will be communicated to USAID in a timely manner.

Papua Provincial Initiatives LESTARI operates in 4 landscapes in Papua Province – Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi, and Cyclops. As in Year 4, approaches, activities, and results will be considered in aggregate for the final year. Activity aggregation across all landscapes highlights similarity of approaches within the province, and provides improved capacity and achievement at the landscape level as well as leveraging provincial interventions affecting the landscapes. For instance in Year 4, spatial planning for improved conservation at the district level in Mimika and Bouven Digoel has been aided by provincial level validation and support of the district’s SEA, which recognizes important biodiversity, environmental services, and socio-economic and cultural areas that should not be developed by the private sector and investment. For the remainder of project implementation, Papua Province initiatives will focus on maintaining critical support, such as that needed at the landscape level. This will be focused on providing limited support for the Forestry and Environmental agencies to develop short-term work plans and budgets; concise training support for SEA validation to ensure alignment of spatial plans at provincial and district levels; and limited technical support for the Sustainability Screening Tool to maintain functionality and run smoothly. Provincial SEA, RPJMD and Forestry and Village Empowerment Agency Renstra During Years 3 and 4, technical support was provided to Provincial BAPPEDA in response to requests for strengthening SEAs for planning documents. The SEA for the Provincial RPJMD was completed and its recommendations taken through to strategic plans (renstra) and budgets with the Forestry Authority, with the potential to leverage over USD 10 million over the next 5 years. Where there is political will from the Forestry and Environmental Agencies to incorporate SEA recommendations into short-term plans (renja), and security stability, LESTARI will take this opportunity. Work plans after LESTARI has closed down are likely to follow previous year’s and developing plans and budgets that safeguard the forests in Papua will have a sustained impact for the next 4 years. LESTARI has finalized innovative guidelines for village level mid-term development planning that is founded on improved village planning and mapping of natural resources (RPJM


Kampung), sustainable natural resource management and its regulations (Peraturan Kampung) and conservation monitoring activities. During Year 4, LESTARI was asked to provide evidence of effectiveness using this approach by the Village Empowerment Agency (DPMK) before they would officially endorse and advocate for its adoption and use province-wide. LESTARI has compiled this evidence in Year 4 and developed “Kampung LESTARI” modules – that are based on a revision of LESTARI’s RPJMDes modules - and describe a Papua context specific approach to development based on sustainable natural resource use and conservation. LESTARI will seek to obtain a recommendation from the Provincial DPMK for enhanced budget allocations from village funds to assist communities to manage and protect their natural resource assets. LESTARI will continue to engage DPMK and advocate for this recommendation through effective documentation of achievements and providing space for landscape champions to voice their opinions and experience of the Kampung LESTARI approach. Alignment of District and Provincial Spatial Plans The provincial spatial plan was evaluated internally by BAPPEDA in 2019 resulting in a decision not to revise. Bouven Digoel District has finalized their SEA RTRW and presented this at the provincial level through the validation process. Details of proposed changes to the spatial plan based on SEA recommendations that result in significant changes for improved conservation and protection have been acknowledged at the provincial level. LESTARI will continue with this approach and ensure there is alignment and acknowledgement of district spatial plans that are, to date, more conservative than the provincial spatial plans. An aspect that was identified during Year 4 was the need for technical training about SEAs and the validation process. LESTARI will provide brief training to technical staff that have responsibility to validate the district SEAs that will subsequently allow district spatial plans to safeguard significant areas of forests. SST and SIMTARU tools institutionalized and used for improved licensing and permitting in Papua Province The SST has been successfully incorporated into the online licensing mechanism and uses SIMTARU as a source of spatial data. The technical obstacles (limited internet connectivity) for increasing use of the SST by local governments are being tackled where there is potential (Bouven Digoel) through developing offline versions of the tool. LESTARI will continue to provide limited technical support to maintain the utility of SST with PTSP at the provincial level. The planned shift from technical capacity (utilization of SST-SIMTARU, data updating, training in SST use with manuals and SOPs) towards large-scale adoption by multiple actors for monitoring and implementation of the spatial plan was difficult to achieve. LESTARI explored a spatial planning grievance mechanism under SIMTARU for increased transparency during Year 4. Many hurdles mean that this is simply not possible to reach in the remainder of the project, requiring many more years to fully achieve. CSOs do not see this is a main priority nor are leading advocacy for an effective grievance mechanism on spatial planning zonation and licensing that the government and accountability agencies could act upon. In addition, BAPPEDA does not have an active team for spatial planning control (TKPRD), nor demonstrates the enthusiasm to develop one at present. Therefore, an important part of LESTARI sustainability is effective coordination with the upcoming UKCCU funded Spatial Planning project (headed by LESTARI’s ex-Stakeholder Engagement Advisor) for smooth hand-over of initiatives for CSO monitoring and handling of grievances. LESTARI was unable to facilitate the uploading of community maps into SIMTARU in Years 3 and 4 because of persistent uncertainties about how this would enhance the utility of the spatial database. However, with a functioning SST and clear advantages to have this data presented there is now impetus for local Papuan CSOs to achieve this. FOKER LSM is now taking the initiative and driving this forward.


LANDSCAPE: PAPUA PROVINCE INITIATIVE 1: LAND-USE PLANNING & LAND GOVERNANCE


IMPLEMENTATION STRATEGY (ACTIVITIES, PARTNERS) SUSTAINABILITY MILESTONES INDICATORS

SUPPORTED RESOURCES REQUIRED

Provincial SEA, RPJMD and Forest and Village Empowerment Agency Rentsra

Provincial government continue to incorporate high quality SEA/LCP recommendations in KRP and sectoral budget for, implemented and monitored to safeguard forest

● Advocacy for synchronized / coordinated programs and budgets at Provincial level to ensure SEA recommendations accommodated in Renja (Partners: Provincial Dishut, BPLH, BAPPEDA)

● Engage with provincial DPMK (Village Empowerment Agency) and Bupatis for adoption of Kampung LESTARI approach and modules for adat based conservation through optimum use of Village Funds (Partners: DPMK)

● Forestry Authority, Environment Agency and Planning Authority with 2020 annual plans with budgets for conservation and forest safeguards

● DPMK recommendation to Bupatis for allocation of village funds to support adat based forest conservation and natural resource use

#11 – 1 Forest Management Unit (FMU) strengthened as a result of USG assistance #4 – 1 recommendation for use of Kampung LESTARI approach in village development introduced and adopted

Primarily through direct Implementation through Provincial Governance staff through March 2020, and potential Renstra/Renja Budget advocacy STTA support if the security and political situation allow to continue previously successful budget analysis and planning

Alignment of District and Provincial Spatial Plans

Ensure that District SEA/LCP recommendations incorporated into the District Spatial Plans are acknowledged at Provincial level (especially for licensing and permitting)

● Provide brief training to key stakeholders at Provincial level on validation of the SEA (Partner: BPLH Province, CSOs, Universities)

● Coordinate with UKCCU for hand-over of Spatial Planning Control and Grievance Mechanisms (Partner: UKCCU and Programs in Papua)

● Increased technical capacity at provincial level for SEA validation to ensure environmental issues are incorporated into Development planning documents

● Exit Strategy developed with incoming UKCCU Spatial Planning project in Papua & Papua Barat

#12 – 20 people (BPLH and CSOs) trained in SEA Validation

LESTARI Governance staff in Jayapura and landscape staff lead by the Mappi-Bouven Digoel will lead this with technical support from SEA validation experts if the security and political situation allows

SST and SIMTARU tools institutionalized and used for improved licensing and permitting in Papua Province

Improved licensing and permitting mechanism to be more transparent, inclusive, accountable, responsive, and timeliness – provide social and environmental safeguards

● Technical maintenance support on SST application that have been integrated with PPO and SIMTARU with focus on maintenance

● SST maintained and utilized for improved licensing and permitting mechanism at Papua Provincial level

#5 – 1 sub-national mechanism for Improved Licensing and Permitting and Spatial planning monitoring

Direct Implementation through Governance staff through March 2020


Lorentz Lowlands Landscape

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WEST

PAPUA

A R A F U R A S E A

L o r e n t z N a t i o n a l P a r k

Saw Ewer

Lorentz NP

LEI

Yeni

FMU VI

F M U U n i t V I

Bufferzone of Lorentz NP

Kokonao

KLHS

Nayaro

HPH Diadyani

Rawa Baki

Yepem

Yepem II (Bufferzone)

KLHS

M I M I K A

A S M A T

Tiom

Kepi

Ilaga

Dekai

Agats

WageteWamena

Elelim

Timika

Karubaga

Moanamani Enarotali

M A P P I

Y A H U K I M O

N D U G A

P A N I A I

P U N C A K

N A B I R E

D O G I Y A I

Y A L I M O

L A N I J A Y A

I N T A N J A Y A

P U N C A K J A Y A

B O V E N D I G O E L

D E I Y A I

J A Y AW I J A Y A

T O L I K A R A

M E M B E R A M O T E N G A H

P E G U N U N G A N B I N T A N G


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Year 2-4Year 5

AREAS UNDER IMPROVED MANAGEMENT IN

LORENTZ LOWLANDS LANDSCAPE



Landscape Profile The Lorentz Lowlands Landscape covers an extensive 4.8 million hectares, including the

districts of Mimika and Asmat and Lorentz National Park. The landscape consists of largely

intact mineral soil forests in the northern parts of the landscape, extensive lowland swamp

forests along the central belt, and the world’s most biologically rich and intact mangrove

ecosystems on the southern coast. The bordering freshwater swamp forest (approximately 1M

ha) is important for maintaining the mangroves and together harbor some of the highest carbon

stocks and biodiversity per hectare of any forests on the planet. These natural assets need to

be managed sustainably to mitigate vast GHG emissions and conserve its important endemic

biodiversity and environmental services that local communities depend on.

Landscape Initiatives The key target in the final work plan period for Lorentz Lowlands Landscape is to achieve

651,543 hectares of biologically significant forest and/or natural resources under improved management and maintain or enhance improved management achieved in previous

years (within the Lorentz National Park and co-management initiatives). Initiatives remain the

same as in Year 4 with some interrelated initiatives at the provincial level (spatial planning

alignment, SST development and installation for permitting, and advocacy for a co-management

approach at the village level). Landscape initiatives are:

1. Spatial Plan Review, Revision, Monitoring, and Enforcement

2. Mangrove and Cultural Heritage Sites Co-Management Agreements

3. Lorentz Co-management for Conservation

Initiative 1: Spatial Plan Review, Revision, Monitoring, and Enforcement LESTARI is still assisting the Mimika District Government with a SEA for the revision of the

spatial plan. Changes in BAPPEDA and revision of the SEA document in line with

recommendations from the province have slowed progress. However, the SEA is almost final

and on track to be validated by the provincial government which will lead the way to final

incorporation of SEA recommendations into the spatial plan by December 2019. LESTARI and

the SEA working group are still maintaining close relations with the Spatial Planning revision

consultants to make this happen, and champions in the Mimika government are still supportive

of improving the protected or conservation status of 85,500 hectares of forests and mangroves.

SEA recommendations are also being integrated into the mid-term development plan (RPJMD)

in parallel and LESTARI will continue to provide limited technical support here on an ad hoc

basis to ensure alignment with the Spatial Plan and a greater level of sustainability within the

district for government-driven sustainable natural resource use and conservation programs

(such as sustainable mangrove tourism and support for community-based natural resource

monitoring and conservation).

To enhance sustainability LESTARI will advocate for the development of standard operating

procedures for collaborative spatial plan control with the Mimika District Spatial Planning Unit

(TKPRD) and BAPPEDA. Spatial planning control should strengthen incentive and disincentives

for spatial plan implementation, include a grievance mechanism for affected communities, and

enhance the spatial plan monitoring role of CSOs. At the same time, LESTARI will advocate for

monitoring of specific SEA recommendations by district government agencies and provide

additional capacity building to Mimika MSF partners.

The old Spatial Planning Management System (SIMTARU) developed by the Mimika District

Government was under-maintained and no longer functional. However, there is political will to

reinstate this and link it to the provincial level SIMTARU. The development and application of

the Sustainability Screening Tool (SST) has been continually difficult to actualize during


previous years but if SIMTARU becomes functional, LESTARI will capitalize on local

enthusiasm to utilize an online SST system for improved permitting, especially as the Mimika

spatial plan is more conservative than that at the provincial level and therefore the SST is an

important element of spatial plan sustainability, ensuring licenses do not impose on areas

important for conservation at the district level. The technical aspects of integrating SST need to

be addressed as the development of an Open-source SIMTARU in Mimika evolves.

Initiative 2: Mangrove and Cultural Heritage Sites Co-Management Agreements The majority of LESTARI’s work in the landscape continues to be focused on developing co-

management agreements for improved forest and mangrove management. Formal recognition

of the community’s rights of access to natural resources and forests has proven difficult to

achieve on a large scale (such as through social forestry schemes or the recognition of adat forest). Informal but effective arrangements, transparently negotiated between stakeholders,

with monitored implementation continue to be the preferred mode of ‘co-management’ in Papua.

LESTARI will continue its work on conservation initiatives in 8 village clusters contributing to

better management and monitoring for over 750,000 hectares of forest and mangroves. The

“Kampung LESTARI” approach is based on improved village mid-term development planning

(RPJM Kampung) including mapping and sustainable management of natural resources and

regulations (Peraturan Kampung) and conservation monitoring activities. LESTARI will continue

to advocate for access to village funds (Dana Desa) for fund conservation and forest monitoring

and support sustainable management. Where possible, village business units (BUMKampung)

have been developed and LESTARI will provide technical capacity needed for the coordination

of natural resources management in the future, such as mangrove fisheries and watershed

protection in Yepem.

In addition, FMU VI has had its long-term plan approved, and LESTARI will continue to provide

assistance for annual management plan (RPHJPd) and co-management strategies and

agreements between the community, FMU VI, and PT Diadyani (a timber company with an

approximately 200,000-hectare concession) to safeguard important forest areas. To facilitate

the latter, LESTARI will develop a high conservation value management and monitoring plan

that is very useful for the company to achieve sustainable forestry standards, as well as the

protocols and capacity for collaborative forest monitoring and data management within the

company and FMU VI. Facilitation and capacity development currently relies on facilitation by

STTA, Jakarta, and Central Kalimantan staff. To achieve this during times of uncertain security,

training and capacity building can be carried out in Palangkaraya with peer group trainers from

FMUs supported by LESTARI in the Katingan-Kahayan Landscape. This seeks to provide

added value for Papuan FMUs where they can gain first-hand knowledge in developing internal

policies and SOPs for monitoring with timber companies, and collection of data using ODK.

LESTARI is currently improving the institutional capacity of the Catholic church to map

traditional areas in Potowaiburu Sub-district (in the far west of the landscape) with an aim to

enhance natural resource management. Through this new collaboration, LESTARI will assist the

church to develop RPJMKampung, natural resource use regulations, and monitoring in an area

of 71,826 hectares. To accommodate this additional initiative, LESTARI will maintain full staffing

in this landscape until March 2020.

Initiative 3: Lorentz Co-Management for Conservation LESTARI will continue to provide support for improving the management of the Lorentz National

Park while narrowing activities to management gaps informed from the 2017 METT evaluation.

Following on from the revised zonation and long-term planning accomplished in Year 4,

LESTARI will continue limited assistance for community forest patrol groups (MMP) that

promote sustainable resource management through ensuring sustainable adat-based access to

natural resources, and protection of important habitats. The exit strategy for the MMP is to have


groups formed in critical areas, trained with sufficient capacity to monitor natural resource use

and threats to forest resources, and confirmed support for their operation either from the

National Park or local government agencies as is the case outside the National Park in Nayaro.

The RPJP has used USAIDs’ Theory of Change to focus on specific activities that ultimately

result in critical conservation outcomes. Collaborative management with local governments and

communities features strongly in the RPJP, and is one area where LESTARI will assist the Park

in the final year to leverage support for conservation and community development goals. The

METT score will be evaluated in November or December 2019.


LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 1: SPATIAL PLAN REVIEW, REVISION, MONITORING, AND ENFORCEMENT




SEA/LCP recommendations incorporated into spatial plan (RTRWK) and monitored to safeguard forest

● Integrate final SEA recommendations into Spatial Plan (Partners: BAPPEDA Mimika)

● Validation and Verification process at the provincial level (Partners: BAPPEDA Mimika)

● Advocate for development of SOPs for Collaborative Spatial Plan Control (Pengendalian including incentive and disincentives, grievance mechanism, roles of CSOs) (Partners: Mimika District TKPRD / BAPPEDA)

● Advocacy for collaborative SEA recommendation monitoring and capacity building (Partner: DLH, Pokja SEA, MSF)

● Forestry Branch Office, Environment Agency, Fisheries and Village Empowerment Authority have completed renstra that include budgets for conservation and forest safeguards

● Draft Collaborative Spatial Planning Control SOP for discussion with MSF (Mimika OPD and CSOs) SOP for SEA recommendation implementation monitoring under DLH

#2 - Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance #12 - 25 people trained trough Collaborative Spatial Planning Control SOP development

Direct Implementation through April 2020 with Spatial Planning STTA for verification process if security and safety allows


● Support SIMTARU development at district level through capacity building and advocacy (Partners: BAPPEDA Mimika)

● Advocacy for synchronizing SIMTARU systems at District and Province (Partners: BAPPEDA Mimika and Province)

● Support integrated SST development, technical training and policy advocacy (Partners: BAPPEDA / TKPRD)

● SST application connected with the District Geoportal (SIMTARU)

● Local e-licensing and permitting mechanism (OSS) and draft decree related to formalizing procedure for licensing in Mimika

#5 –1 sub-national government Improved Licensing and Permitting mechanism #12 - 10 government technical staff trained in SST and OSS

The work on licensing at the district level will be solely through direct implementation through April 2020 and capacity building of partners WWF to carry this forward


LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 2: MANGROVE AND CULTURAL HERITAGE SITES CO-MANAGEMENT AGREEMENTS


IMPLEMENTATION STRATEGY (ACTIVITIES, PARTNERS) SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES

REQUIRED

Community rights and responsibilities are secure; communities receive long-term benefits from forest and are motivated to conserve

● Completion of all co-management initiatives started in Year 4 (Partners: LEI-YAAPAPUA, CDK)

● Advocacy for approval of Kampung LESTARI approach for co-management and increased budget support from related OPD (Partners: DPMK, DPK)

● Roll out Kampung LESTARI approach in Potowaiburu Sub-district (Parnter: Catholic Church)

● Provide capacity building training to increase champion capacity (Partners: LESTARI Champions)

● Development of 3 RPJMK, leveraging ADD and continuation of 24 forest protection groups monitoring, through March 2020

● Finalized Kampung LESTARI modules with Bupati endorsement

#2 – 336,635 hectares of biological significance and/or natural resources under improved natural resource management (co-management) #12 – 100 people trained in RPJMK development or natural resources monitoring and biodiversity conservation #4 – 4 potential public policies introduced with citizen input for village fund allocation and incentives (Mimika and Asmat)

Direct Implementation through April 2020

FMU institutional capacity developed, Increased conservation stewardship (communities participate in forests protection), and FMU improve their management practices and show increased impact on the ground (monitoring)

● Complete RPHJPd for years 2020-21 (Partner: FMU VI)

● Develop co-management strategy between FMU VI, private sector and local communities (Partner: FMU VI, PT. Diadyani, community representatives)

● Develop capacity for collaborative forest monitoring and data management through HCV Management and Monitoring plan development (Partner: FMU VI, PT. Diadyani)

● Finalize forest monitoring modules for use by company and FMU (Partner: FMU VI, PT. Diadyani)

● 2020-2021 RPHJPd completed placing priority on the strengthening of FMU institution, staff capacity and operations in the FMU area

● Policy Brief developed for Co-management (Kampung LESTARI) strategy

● Modules and SOPs for monitoring HCVs in production forest through collaborative monitoring that evaluate company BMP commitment

#2 – 194,000 hectares of biological significant forest under improved natural resource management within FMU VI #11 – FMU VI strengthened for monitoring HCVs in production forest

Direct Implementation through April 2020 1 STTA for FMU capacity building


LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 3: LORENTZ CO-MANAGEMENT FOR CONSERVATION


IMPLEMENTATION STRATEGY (ACTIVITIES, PARTNERS) SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES

REQUIRED

CA management is more effective and poaching and illegal forest activities reduced

● Capacity building and work planning for FKPTNL (Partners: TNL, FKPTNL)

● Advocacy for integrated program and funding that supports park objectives (Partners: FKPTNL, TNL, OPD Pemda)

● Continuation of MMP establishment and SMART patrol capacity training in Timika and Asmat through December 2019 – includes species monitoring (Partners: TNL, Communities)

● Training for improved data management and conservation management response by park authorities (Partners: TNL)

● Preparation for WWF handover in Lorentz Lowlands (Partners: WWF, TNL)

● Policy Brief on management system for i) collaborative management between sectors and ii) adat-based collaborative management and monitoring, in line with the national park system

● Final FKPTNL institutional arrangement

● MOUs between Park, FKPTNL and District Governments signed and indicative work plans agreed to improve sustainable community based natural resource use, ecosystem degradation mitigation, biodiversity protection, and deforestation reduction

● Improved system of data management and conservation programming by Park Authorities

● WWF work plan funded by third party

#2 – 1,018,000 hectares TNL under continued improved management #10 – TNL with a maintained METT scores of at least 70 points #12 – 50 people receiving training in natural resources data management and biodiversity conservation planning, MMP monitoring



Mappi-Bouven Digoel Landscape

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Legend!. District Capital

National BoundaryKabupaten boundaryRiverFMU LIII boundaryOperational Landscape

Areas Under Improved Management:Year 2-4Year 5

AREAS UNDER IMPROVED MANAGEMENT INMAPPI-BOUVEN DIGOEL LANDSCAPE



Landscape Profile The Mappi-Bouven Digoel Landscape covers 3.3 million hectares in southeast Papua. It consists of a large under-developed expanse of lowland forests on lowland mineral terraces with extensive peatlands, swamps, and some mangrove in the lower reaches near the coast. The landscape is characterized by Papua’s largest river, the Digul, which forms the eastern boundary of the landscape. Southeast Papua has long been the focus of large development plans for the expansion in agricultural and land-based energy estates. The MIFEE (Merauke Integrated Food and Energy Estate) project that was initiated under the SBY government has been revisited and supported by the Jokowi administration. The impact of MIFEE spreads beyond the Merauke District, as large parcels of land have long been designated for conversion to oil palm and pulp plantations in Bouven Digoel and Mappi Districts. Lands designated for oil palm or industrial timber plantation development cover over 70% of Bouven Digoel and therefore, LESTARI proposed an eastward extension of the Lorentz Lowlands Landscape to encapsulate these threatened forests areas. As most of companies with land-banks have not yet converted the forest to date, this presents a priority opportunity for LESTARI to safeguard forests.

Landscape Initiatives In the final year the key target to achieve is an additional 440,000 hectares of biologically significant forest and/or natural resources under improved management. LESTARI will take primarily a governance approach to achieve this through rationalization of the spatial plan in Mappi District and work with the emerging FMU LIII. Initiative 1: Land use rationalization through spatial plan review, monitoring, and reporting The most critical activity during this work plan period in Papua is finalizing the Mappi District SEA and incorporating conservation recommendations into the revised spatial plan. Spatial plan regionalization is driven by an SEA approach that generates recommendations produced from landscape conservation plans (LCPs) developed by key multi-stakeholders in the landscape. As described in the provincial initiatives section, the SEA for Bouven Digoel has been submitted and validated by the Provincial Environmental Agency, an important step that allows recommendations to be accommodated and incorporated into the spatial plan. Regular coordination with the consultants that drew up the revised spatial plan has resulted in over 460,000 hectares (within the LESTARI landscape) being designated for protection for their biological, environmental services, and socio-cultural values. The SEA in Mappi has not progressed as fast as that in Bouven Digoel, but the LESTARI team will use their experience gained in Bouven Digoel and collectively accelerate activities for SEA completion and incorporate recommendations into the spatial plan. This will include provision of intensive technical support through December 2019 for the SEA working group to ensure regulatory compliance, and continued advocacy and coordination with the spatial plan consultants to include conservation areas within the revised Mappi District spatial plan. This aims to achieve over 415,000 hectares of forested landscape under improved management and secure LESTARI’s high level project target. District-provincial coordination and SEA validation will guarantee synergy between spatial plans that is important for future sustainability. LESTARI is developing a district level Sustainability Screening Tool (SST) for the Bouven Digoel District government after training received in Year 4 ignited interest and support for its application in the licensing process within the district. This is especially important as the district spatial plan is more conservative than that at the provincial level. Licenses issued without reference to the district spatial plan could result in important forest area loss and therefore, a robust and spatially informed permitting process is needed. The SST application will be an off-line tool that is supported on local servers that contain district spatial plan data to support


licensing procedures and integrate this into the e-licensing and permitting mechanism (OSS / Sicantik). Utility and sustainability will be achieved through capacity building and training of the licensing technical team with DPMPTSP Bouven Digoel. Initiative 2: Land-use rationalization in the private sector Working directly with the private sector has not yielded results for improved management practices as expected in Year 4. Entrenched differences between communities and a Korindo Group company has meant that sustainable landscape planning for new developments aimed at rationalizing forest clearance, is currently not achievable. The forest, however, is still largely in place and no industrial scale development by the company concerned looks likely in the near future. LESTARI will instead focus efforts on evaluations of private sector performance specifically in regard to transparent, equitable and credible engagement with affected local communities. In Year 4, LESTARI started the development of a toolkit and methodology to evaluate the process conducted by the private sector to obtain “Free, Prior and Informed Consent (FPIC)” for industrial development on community’s traditional lands. ‘Consent to develop’ from communities is already written into law at various levels in Indonesia and strengthened through special autonomy laws in Papua. Yet the majorities of conflicts and grievances arising from communities relate to investments damaging traditional lands and forests from which they obtain fundamental basic everyday needs. To date, a means to test adequate and proper engagement of communities by the private sector has been totally lacking. There is strong local and provincial government support to strengthen the ‘FPIC’ process as leaders wish to reduce conflicts and protect communities and forests on which they rely. In the final year, LESTARI will finalize the FPIC evaluation toolkit and provide capacity for its use to measure private sector performance. It is expected that though its use in the future, the toolkit will uncover evidence where poor FPIC processes have been carried out and help the government to formulate sanctions or recommendations for under-performing companies, including reviewing permits for those that have neglected community rights altogether. Technical assistance and training for FMU LIII for preparation of their long term forest management plan has resulted in submission to KLHK and is currently awaiting approval. Preparation of the short term forest management plans, incorporating co-management, multiple-use and multi-stakeholder monitoring principles for improved forest management will be advanced in the final work plan period in conjunction with FMU VI (Mimika). STTA, Jakarta and Central Kalimantan staff support for this work will fast track achievement of strengthening management in these FMUs. Where safety is a concern for experts and LESTARI staff traveling to Papua, training and capacity building activities will be carried out in Palangkaraya with peer trainers from FMUs supported by LESTARI in the Katingan-Kahayan Landscape. This will provide added-value for FMU LIII and witness first-hand experience of other FMUs in developing co-management agreements (between communities and FMU) for rubber and rattan commodities within production forest, and exposure to FMUs that have been successful in securing budgets from the restoration fund (DBH-DR). Based on this peer-to-peer knowledge transfer, internal policies, SOPs for co-management, and collection of data using ODK will be developed for use within FMU LIII.


LANDSCAPE: MAPPI-BOUVEN DIGOEL (AND LORENTZ LOWLANDS) INITIATIVE 1: LAND-USE RATIONALIZATION THROUGH SPATIAL PLAN REVIEW, MONITORING, AND REPORTING (SST)

DESIRED CONDITION FOR

SUSTAINABILITY IMPLEMENTATION STRATEGY

(ACTIVITIES, PARTNERS) SUSTAINABILITY MILESTONES INDICATORS SUPPORTED RESOURCES REQUIRED

SEA/LCP recommendations incorporated into government policies, plans and programs (RTRWK, RPJMD), budgeted for, implemented and monitored to safeguard forest

● Finalize Mappi Spatial Plan SEA until validation stage (Partners: Pokja SEA Mappi)

● Ensure integration of SEA recommendations into Spatial Plan through advocacy (Partners: Pokja SEA Mappi)

● Develop Policy brief (Naskah akademis) for development of potential Bupati regulation on adat and hydrologically important areas proposed for conservation under the Spatial Plan (Partners: Pokja SEA Mappi and Bouven Digoel)

● Advocate for collaborative SEA recommendation monitoring (Partners: SEA Pokja, MSF, District DLH)

● Final validated SEA for Mappi District spatial plan

● Policy Brief on management and monitoring of Adat and other important areas under spatial plan

● Draft SOP Spatial Planning Control and SEA recommendation implementation monitoring for discussion with MSF (Mimika OPD and CSOs)

#2 – 415,000 hectares of biological significance and/or natural resources under improved natural resource management as a result of improved spatial plans #7 – 1 Multi Stakeholder Initiatives (MSIs) for collaborative SEA recommendation monitoring



● Develop SST application on local server to support e-licensing procedures (Partners: DPMPTSP Bouven Digoel)

● Integrate SST Application into District e-licensing and permitting mechanism (OSS / Sicantik) (Partners: DPMPTSP Bouven Digoel)

● Provide capacity building support for Licensing Technical Team personnel (Partners: DPMPTSP Bouven Digoel)

● 2 districts with Improved Licensing and Permitting mechanism

● A Geospatial data system on a local district server

● Decree of e-licensing mechanism procedure

#5 – 1 district government with Improved Licensing and Permitting mechanism #12 – 15 government technical staff to be trained in SST utility



LANDSCAPE: MAPPI-BOUVEN DIGOEL INITIATIVE 2: LAND-USE RATIONALIZATION IN THE PRIVATE SECTOR




Stakeholders are motivated and discontinue unsustainable practices and improved licensing and permitting mechanism to be more transparent, inclusive, accountable, responsive, and timeliness – provide social and environmental safeguards

● Develop technical guide for monitoring and evaluation of FPIC and provide training in its use for evaluation of FPIC implementation by the private sector (Partners: DPMPSTP, MSF, LMA)

● Head of BPLH decree on technical guide for monitoring and evaluation of FPIC before Environment License is issues

● Technical guide and toolkit for monitoring and evaluation of FPIC

#5 – 1 district government with Improved Licensing and Permitting mechanism

Direct implementation through April 2020 with support from 1 FPIC expert (STTA) for the finalization of FPIC evaluation toolkit (based in Jakarta)

FMU institutional capacity developed, Increased conservation stewardship (communities participate in forests protection), and FMU improve their management practices and show increased impact on the ground (monitoring)

● Complete RPHJPd for years 2020-21 and place priority on the strengthening of FMU institution, staff capacity and operations in the FMU area (Partner: FMU 53)

● Develop policy brief and SOP for co-management (Partner: FMU 53, private sector, local communities)

● Develop collaborative monitoring mechanism using (ODK) (Partner: FMU 53, private sector, local communities)

● FMU 53 RPHJPd for years 2020-21

● Policy brief and SOP for co-management

● SOP for monitoring, database and ODK data collection systems ready (Provincial and District)

#2 – 53,000 hectares (within landscape) of biological significance and/or natural resources under improved natural resource management by FMU 53 #11 – FMU 53 strengthened as a result of USG assistance #12 – 20 people receiving training in FMU management

Direct implementation through April 2020 with FMU VI in Papua (where possible) or in Palangkaraya learning from partner FMU in the Katingan-Kahayan Landscape with 1 STTA support


Cyclops Landscape

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AREAS UNDER IMPROVED MANAGEMENT INCYCLOPS LANDSCAPE


Legend"/ Provincial Capital!. District Capital

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Areas Under Improved Management:Year 2-4Year 5


Landscape Profile The Cyclops Landscape in northern Papua is the smallest LESTARI Landscape at only 47,000

hectares. Nevertheless its forests are rich in biodiversity and provide essential environmental

services (i.e., freshwater supply and mitigation of macro-erosion) to the large urban centers of

nearby Jayapura, Abepura and Sentani. Given its location adjacent to the provincial capital, the

landscape can also serve as a model for promoting good environmental governance for all of

Papua Province. However, the mountain range is under increasing threat from illegal logging,

charcoal making, wildlife poaching, and encroachment in forested areas for agricultural land by

mountain communities migrating to the capital and local communities alike. As was exemplified

by massive flooding in March 2019, land use transitions and forest loss exacerbate extreme

weather events with devastating consequences. The flash floods carried large rocks, sand and

debris through urban areas and caused a massive loss of life. Over 200 individuals are thought

to have died or gone missing. The disaster reminded stakeholders of the importance of

conserving forests in the core zone of the landscape – a strict nature reserve managed by the

Papua Natural Resources Conservation Agency (BBKSDA) – and proper development planning

within the bordering buffer zone.

Cyclops Landscape Initiatives The principle final work plan initiative in the Cyclops Landscape continues to support

conservation of Cyclops Nature Reserve post-flooding through more intensive patrols that aim

to relieve pressure on forests. As with other Conservation Areas supported by LESTARI, the

Cyclops Nature Reserve has experienced an increase in management effectiveness score over

the past few years measured through the METT. An important approach for improving

management performance includes support for conservation from adat and local communities.

Lack of BKSDA financial and human resources has meant that co-management agreements

between communities and BKSDA were not previously developed until LESTARI provided

technical support. There are now 5 community forest protection groups (MMP) that take the

important role of conserving the reserve, even though circumstances are difficult at present.

LESTARI will continue to provide support for improving the management of the Cyclops Nature

Reserve through December 2019 with activities directly informed by METT evaluation to fill gaps

(September 2019 was the final METT evaluation), namely enforcement (community-based

SMART patrols) and data utilization to reduce illegal encroachment. LESTARI will also continue

to develop MMP capacity through informal training and developing a ‘core-group’ of MMP

trainers for adat-based law enforcement that can be scaled up throughout Papua’s conservation

areas.

LESTARI has assisted BBKSDA over the last 2 years to complete the Long-term plan (RPJP

2020-2029) for the Cyclops Nature Reserve and this important document has finally been

submitted for approval. This important document plans and budgets for SMART patrols and co-

management over the next 10 years ensuring sustainability of LESTARI initiatives in the

landscape. LESTARI will assist BBKSDA over the next 6 months to socialize and effectively

implement their plan. Sustainability of a co-management approach is dependent on expanding

supporting roles for conservation by local stakeholders, most notably Jayapura District and

Jayapura City governments. LESTARI and BBKSDA have been trying to implement combined

patrols of the reserve and buffer zones, but floods and the uncertain political situation (with even

more migrant Papuan communities now inhabiting the buffer zone) has resulted in no patrols

taking place thus far despite the urgency. LESTARI will finish MMP activities under the 2019

annual work plan with BBKSDA and then concentrate of advocacy for support of the co-

management approach developed under the project.

One other potential support mechanism for conservation is patrols is funding through the Village

Fund. Jayapura District and Jayapura City financial support for a community-based watershed /


buffer zone management approach will be promoted in parallel. LESTARI will continue to

advocate for routine financing and on-the-ground support from both of these mechanisms

through production of an evidence-based policy brief about SMART’s effectiveness in protecting

the area from subsequent disasters in the future. LESTARI and BBKSDA will target advocacy

efforts with the Village Empowerment Agency (Jayapura district and municipality), BAPPEDA,

DLH, DISHUT Prov, CDK, as well as the traditional community representatives (Dewan Adat Suku), PDAM (water management authority), universities, and local NGOs.

Maintenance of the advances made in the previous years will be sustained by UNCEN-

PUSSDAE through a running grant, and further amplification of sustainable vanilla agroforestry

is not planned for the final work plan period. LESTARI will document lessons learned and the

effectiveness of its vanilla project to ‘reduce impacts’ on Cyclops with partner USAID SCAA and

communicate findings with recommendations to the district and city authority governments to

continue this approach in the Cyclops buffer zone if proved successful.


LANDSCAPE: CYCLOPS INITIATIVE: CO-MANAGEMENT & SUSTAINABLE LIVELIHOODS





Reserve Management and Enforcement

CA management is more effective and poaching and illegal forest activities are reduced

● Production of Lessons Learned / policy brief about SMART effectiveness and impacts aimed at Pemda for programming and budgeting advocacy (Partners: BBKSDA Papua)

● Advocacy to Bupati / Walikota for regular MMP patrol support, improved law enforcement and incentives for effective MMP patrols (Partners: BBKSDA Papua, Pemda Jayapura)

● SMART SOP development, capacity training for communities through multi-stakeholder ‘core-group’ of community trainers and Adat-based law enforcement training for encroachment and poaching (Partners: BBKSDA Papua)

● Assistance to revise and finalize RPJP for Cyclops Nature Reserve (Partners: BBKSDA Papua)

● SMART Lessons learned brief

● Bupati decrees drafted that stipulate allocation of village fund for forest management and monitoring in the Cyclops

● SOP for SMART, adat-based law enforcement and monitoring of MMP effectiveness

● Approved Cyclops RPJP

#3 – Maintained >40% reduction in poaching #10 – CNR with a maintained METT scores of at least 70 points

Due to the wind-down of field activities and shift over to advocacy, LESTARI will implement solely through direct implementation through March 2020

Multi-stakeholder Support for Cyclops Nature Reserve Management

Farmers comply with commitments for sustainable land use and natural resource management and support CA Cyclops conservation efforts

● Assessment of lessons learned and effectiveness of green enterprises to reduce impacts on Cyclops (Partners: SCAA)

● Advocate for scaling up of positive initiative through Government Funds (Partners: DPMK, Dinas Petanian)

● Lessons learned brief disseminated among key stakeholders and utilized by Pemda to guide future livelihoods programs and policies

Documentation of successes of the green enterprise approach will be achieved through LESTARI resources before December 2019 in conjunction with the SCAA project


KNOWLEDGE MANAGEMENT AND NATIONAL-LEVEL LINKAGES Knowledge management is an important cross-cutting component of LESTARI’s sustainability approach (see introduction section). It focuses on sharing knowledge and best practices from LESTARI’s experience at the landscape level with a broad range of stakeholders at the national and landscape levels (GOI, civil society, NGOs, academia, private sector, individuals). This is in line with LESTARI’s mandate to share successful models implemented at the landscape level and provide recommendations to relevant partners so that the models can be adapted for wider application. Key final year activities under this approach include: 1) mainstreaming knowledge management within landscape initiatives, 2) conducting provincial and national LESTARI strategic dialogues and learning events, 3) producing and sharing lessons learned briefs as the basis of these strategic dialogues and learning events, and 4) ensuring LESTARI knowledge products are housed on appropriate platforms for continued use. First, knowledge management will continue across all LESTARI landscapes and embedded within technical initiatives (see landscape initiative matrices) largely aimed at partners within the landscapes. Products will include technical manuals, policy briefs, lessons learned briefs, short videos, and SOP guidelines, among others. Aside from products, knowledge management activities will also include engagement through trainings, capacity building, FGDs, and workshops. The purpose is to build the capacity of partners, assist in policy formulation, justify greater budget allocations, and hence contribute to greater self-reliance of partners in continuing LESTARI methods and approaches as described in the introduction. Therefore, the work of knowledge management requires routine and intensive partner engagement. This will be led by Jakarta-based technical staff in conjunction with landscape teams. Second, LESTARI will organize strategic dialogues and learning events covering key lessons learned and remaining challenges after 5 years of LESTARI implementation, aimed at developing a greater level of ownership and commitment from partners. These events will be held in Aceh, Central Kalimantan, and Papua, and lead up to a national level learning event in Jakarta. LESTARI places emphasis on building and nurturing national-level relationships in order to increase impact at the landscape level and ensure continuation of sustainable landscapes and biodiversity conservation work beyond the life of project. In specific examples this requires policy reform and budget support that come from the national level. Building these bridges from the landscapes to the national level is especially important in national park management and other instances where the national government maintains significant authority through deconcentrated rather than decentralized institutional arrangements. In addition, LESTARI models can potentially be amplified beyond current landscapes.


LESTARI Strategic Approach

Models to be Shared Sharing Methods (activity, tool) Key Partner Organizations

Operationalize SEA to improve land use governance

The incorporation of SEA recommendations into spatial planning in Bouven Digoel that has successfully set aside area for conservation The incorporation of SEA recommendations into provincial 5-year midterm development plan (RPJMD) that translated into 5-year midterm development plan of sectoral offices (Renstra), supported by sectoral budgets allocation to safeguard forest area

Strategic dialogue involving Ministry of Agrarian and Spatial Planning, Ministry of Environment and Forestry, and Provincial Government of Aceh and Papua. KM Tool: Lessons Learned Technical Brief on SEA Utilization to improve land use governance, Land Use Licensing in Indonesia and FPIC

• Bappeda of Aceh • Bappeda of Papua • Bappeda of Bouven

Digoel • Dinas Kehutanan

Aceh • Dinas Kehutanan

Papua

Improve Forest Management through Co-Management and FMU Strengthening

The workable schemes of co-management among relevant actors in areas adjacent to CAs and critical areas. LESTARI has been piloting co-management models in Aceh, Kalteng and Papua which respond to specific local conditions. The schemes include social forestry, forest partnership, and community conservation agreement. LESTARI has strengthened FMUs through the incorporation of multiple use forest principles and unlocked budget for FMU operationalization through the innovative use of DBH-DR funding.

For social forestry, LESTARI will continue to co-develop a series of manuals for social forestry implementation with Directorate General of Social Forestry and Environmental Partnerships. The manuals are built from LESTARI best practices in Central Kalimantan and will be introduced through a series of workshops fully funded by the directorate in several regions to strengthen social forestry implementation. LESTARI will play a role as source of knowledge and information in these workshops. The directorate has intention to use materials from the manuals to formulate Perdirjen as further technical guideline. For community conservation agreements – a unique approach in Papua – LESTARI will hold a workshop in Papua Province involving KLHK (Directorate of KSDAE) and Ministry of Villages. The workshop will be used as a medium for communities to share their leadership in improved co-management adjacent to Conservation Areas. For FMU strengthening, LESTARI will hold strategic dialogue with Ministry of Finance to bring the innovative practice in Central Kalimantan on using DBH-DR for supporting the operationalization

• Directorate General of Social Forestry and Environmental Partnership, MoEF

• Directorate General of KSDAE

• Ministry of Village • Ministry of Finance


of FMU and social forestry. The dialogue is meant to provide policy input to MoF for preparing their ministerial regulation on DBH-DR in 2021. LESTARI will collaborate with BIJAK to ensure that lessons learned for co-management and FMU will be incorporated into draft of RPJMN that is supported by BIJAK KM Tool: Lessons learned technical brief on Village-based Forest Management (produced in Year 4), Government Budget Leveraging, FMU Strengthening, Mangrove Co-Management, Social Forestry Manuals co-developed with MoEF

Protected Area Management

• SMART Patrol to safeguard Conservation Areas

• Conservation Partnership for addressing tenure conflict in CA and restore the ecosystem

• Advancing villages to mitigate human-wildlife conflict in self-reliance manner

Collaborate with BIJAK to ensure SMART Patrol data from LESTARI-assisted CAs feeds into nationally-managed database on SIDAK

Collaborate with BIJAK to hold strategic dialogue with Directorate General of KSDAE to finalize Perdirjen on tenure conflict handling (currently facilitated by BIJAK) in which LESTARI will provide inputs drawn from LESTARI pilot sites of Conservation Partnership

For human-wildlife conflict mitigation, LESTARI will hold workshop in Aceh Province and national level to demonstrate and share best practices voiced by self-reliant villages

KM Tool: lessons learned technical briefs on SMART Patrol and PA Management and Model Desa Mandiri for mitigating human-wildlife conflict

• Directorate General of KSDAE

• Ministry of Village

Green Enterprises

Public private partnerships for green enterprises, coupled with commitments to safeguards for forest resources through co-management

LESTARI will hold workshops (involving private sector) in Aceh and Central Kalimantan provinces to share the workable PPP schemes that have been piloted in these regions. At the national level, LESTARI will participate in strategic event such as PESONA to share the models. LESTARI will also work with Directorate of BUPSHA (the institution that is responsible for facilitating private sector investment within social forestry area) to hold a national workshop for promoting the scheme to potential private investors.

KM Tool: lesson learned technical brief on Private Sector Partnerships and Green Enterprise Development

• Private sector • Directorate of

BUPSHA (Bina Usaha Perhutanan Sosial dan Hutan Adat)

• Coordinating Ministry of Economic Affairs


Participants at learning events will include representatives from KLHK, sub-national forestry

offices, other partner GOI agencies, USAID, U.S. Embassy, USAID BIJAK project, donor

organizations, partner NGOs, and civil society organizations. Each event will serve as a

collaborative platform for discussion and cross-learning, and will bring stakeholders from other

landscapes to share experiences. This will create opportunities for best practices to be

replicated, enable stakeholders to share their visions and commitments for sustainable

landscape management moving forward, and allow for remaining challenges and obstacles to

be discussed openly. Overall this will aim to amplify the impact of USAID investments for

biodiversity conservation and sustainable landscapes in Indonesia.

Moreover, LESTARI has conducted technical coordination with USAID BIJAK to determine

specific priority areas for final year collaboration. This will include incorporating LESTARI’s

lessons learned from improving Protected Areas Management (including SMART patrols,

participative zonation and METT evaluation) in BIJAK’s KSDAE Renstra development initiative.

LESTARI will also provide lessons learned and effective models for improving capacity of

FMUs, KEE establishment and forest co-management for inclusion into the RPJMN that BIJAK

is assisting with. Under BIJAKs Ecological Fiscal Transfer study, LESTARI will provide

experience and lessons learned from leveraging budgets from under-utilized DBH-DR funds and

highlight further opportunities for innovative financing for forest management and conservation.

Third, specific knowledge products will be developed to document LESTARI’s legacy and

shared at the strategic dialogues described above. A refined series of Lessons Learned

Technical Briefs will be prepared focusing on recommendations for wider (or national) adoption

to address the challenges of deforestation, biodiversity loss and sustainable development. A

LESTARI Voices from the Field publication will capture quotes, stories, photos, and positive

impacts from around 50 LESTARI Champions. It will be shared with landscape stakeholders

(and possibly co-branded) to promote our champions, give well-deserved recognition for their

efforts, and provide impetus to maintain momentum for implementing initiatives in their

landscapes. These products will be prepared under coordination with USAID with a target for

completion by February 2020.

LESTARI in Aceh strategic

dialogues and learning events

Banda Aceh February 2020

LESTARI in Central

Kalimantan strategic


Palangkaraya

February 2020

LESTARI in Papua strategic


Jayapura

March 2020

National-Level LESTARI strategic


Jakarta

April 2020


Fourth, as part of close down activities, LESTARI will identify appropriate virtual

platforms/websites to house and make accessible relevant LESTARI knowledge products and

documents generated over the course of the project period. Platforms may include KLHK

databases, websites of local and international NGO partners, university partners, and global

websites such as Climate Links, Biodiversity Gateway, and NRM Development Portal.

Knowledge products will also be shared directly with stakeholders at the LESTARI learning

events mentioned above. The availability of LESTARI knowledge products on these platforms

will be shared widely and regularly with partners to enable ongoing use after project close down.

The LESTARI website and social media channels will be shut down towards the end of the

contract period.

GRANTS FUND LESTARI employs a Grants under Contract program that supports project objectives and

leverages funding from other non-USG resources. In administering the program, the LESTARI

team also provides capacity building in management, financial, and technical matters for the

grantees themselves so that they are better equipped to carry out their missions beyond the

lifespan of LESTARI.

As of the end of September 2019, 10 active grants were under implementation in the Leuser,

Katingan-Kahayan, and Lorentz Lowlands Landscapes. These will all enter their closeout period

in the final year. The focus of the LESTARI grants team will be to ensure all activities are

completed and the results well-documented in quarterly and final reports. To enable more

efficient closedown, the LESTARI team will request the two grantees currently scheduled to end

by May 2020 to wrap up by April 2020. This will also better align with the closure of LESTARI

field offices. Cost extensions are not expected to be given. The full procedure for the selection

and management of grantees is detailed in the LESTARI Grants Management Plan.

Grant Grantee Landscape Focus Grant Value

End Date

G-018 Borneo Orangutan Survival

Foundation (BOSF)

Katingan-

Kahayan

Species

conservation

USD

145,643 May 2020

G-005

Institute for the Promotion of

Sustainable Livelihoods

(INPROSULA)

Leuser

Co-management;

sustainable

livelihoods

USD

386,354 Mar 2020

G-012

Veterinary Society for

Sumatran Wildlife Conservation

(VESSWIC)

Leuser Species

conservation

USD

182,919 Oct 2019

G-013 Forum Konservasi Leuser

(FKL) Leuser

Co-management;

sustainable

livelihoods

USD

145,247 May 2020

G-014 Forum Komunikasi Kehutanan

Masyarakat (FKKM) Leuser

Co-management;

sustainable

livelihoods

USD

177,829 Apr 2020

G-017

Yayasan Orangutan Sumatera

Lestari – Orangutan Information

Center (YOSL-OIC)

Leuser Species

conservation

USD

161,065 Apr 2020

G-015 Pusat Studi Sumberdaya Alam

dan Energi (PUSSDAE)

Lorentz

Lowlands

Co-management;

sustainable

livelihoods

USD

386,354 Apr 2020

G-016 Lembaga Ekolabel Indonesia

(LEI))

Lorentz

Lowlands

Co-management;

sustainable

livelihoods

USD

142,220 Apr 2020


GENDER INTEGRATION In the design and implementation of project activities, the LESTARI team strives to recognize

and address gender gaps. These often include an information gap, in which women have less

access to information and training opportunities, and/or an economic gap, in which women have

fewer economic opportunities than men. Meaningful integration of gender needs to consider

women’s roles and responsibilities in livelihoods, ensure access to opportunities and services,

while also enabling women’s voices in decision-making opportunities.

In Year 4, LESTARI gender integration activities involved capacity building for landscape staff

and partners, trainings for women champions, organizational capacity building for women’s

groups, and implementing gender-responsive livelihood programs through grantees. In the final

year, these gender integration activities will continue at the landscape level but with reduced

intensity as the project winds down field activities and remaining grants are closed out.

Meanwhile the LESTARI team will continue to strive to exceed a 30% aggregate target for

women participation in LESTARI programs and activities across all landscapes.

It is important to emphasize that this work involving identifying, training, and empowering

women champions is also relevant to the LESTARI sustainability strategy. These individuals

come from a wide array of sectors including local government, civil society, academia, private

sector, and local media. They are vital community members and leaders in the landscapes.

They will continue to serve as role models for other women and girls to voice their concerns and

get involved in decision-making processes long after the LESTARI project ends.


PROJECT MANAGEMENT, COORDINATION, AND COMMUNICATIONS PROJECT MANAGEMENT

LESTARI uses a mixed-matrix management approach, as landscapes staff are supported

technically by the Jakarta office but report to staff inside the landscape offices. Within the

project, the COP facilitates integration and collaboration among staff and subcontractors to

ensure synergy among technical themes, and work with partners to ensure landscape-level best

practices and lessons learned inform provincial and national-level policy. The full project staffing

chart is presented in Appendix 6.

The overall final year project management objective is to ensure efficient phasedown and

closeout of field activities and achieve remaining project targets within the allocated timeframe

and budget. Other key project management priorities include:

Technical ● Ensure completion of all final contract deliverables prior to the project end date of July

22, 2020.

● In coordination with the Jakarta M&E team, ensure final year activities and results are

well-captured, reported accurately and in a timely manner in quarterly and final reports,

and achieve remaining indicator targets. To conduct necessary analysis for indicator #1

(GHG emissions), ensure the best available land cover data is utilized.

● Organize and conduct learning events in each province and at the national level as

collaborative platforms to share and discuss lessons learned, successful approaches,

and remaining challenges after 5 years of LESTARI. These events will be held together

with KLHK and invite local forestry offices and other GOI agencies, USAID, BIJAK,

donor organizations, partner NGOs, and civil society organizations.

● Ensure all technical staff in Jakarta and the landscapes understand and implement the

final year approach based on achieving required conditions for sustainability.

● Throughout the final year, conduct ongoing monitoring of sustainability milestones and

landscape exit strategies during regular senior management meetings as well as

landscape technical meetings. ● Provide routine mentoring and capacity building for landscape staff and partners by

senior Jakarta-based technical staff. Operational

● Led by the LESTARI Operations Manager, conduct a smooth and efficient operational

closeout, final inventory assessments, and disposition. This will proceed based on the

LESTARI Demobilization Plan to be submitted in January 2020. Field offices in Aceh and

Central Kalimantan will be closed by April and in Papua by May. Staffing positions will be

phased down accordingly.

● Close down remaining subcontracts and grants and ensure final results are well-

documented. Leading up to this, continue to provide regular training and support for sub-

contractor and grantee partners in good technical, operational, and financial

management practices. ● Given the current political and security situation in Papua, conduct regular safety and

security evaluations for Papua activities in coordination with the Tetra Tech Home Office.


Any necessary and significant adjustments to work schedule will be communicated to

USAID in a timely manner. ● Handover LESTARI-generated knowledge products (i.e., assessments, technical

manuals, briefs, videos, lessons learned reports) to appropriate platforms and ensure all

counterparts and beneficiaries are informed of their availability for continued use post-

LESTARI. For Bahasa Indonesia products, LESTARI will coordinate with KLHK on a

handover. For English language knowledge products, LESTARI will seek a

portal/database geared towards an international audience such as Climate Links, USAID

Biodiversity Gateway, and USAID Natural Resources Management and Development

Portal, and DEC. ● Continue to upload relevant LESTARI technical reports to the USAID Development

Clearinghouse Exchange (DEC) ● Continue to routinely compile and input training data into the USAID training data

management system (TraiNet) for all trainings through direct implementation, sub-

contractors, and grants.

● Ensure LESTARI activities continue to operate in full compliance with USAID regulations

and requirements regarding the environmental impact of project activities. An

Environmental Mitigation and Monitoring Plan (EMMP) will be submitted separately from

this Work Plan. Reporting on EMMP outcomes will occur in the Final Report.

LESTARI is a technically complex and geographically disparate project that requires extensive,

routine opportunities for coordination. Routine LESTARI meetings include:

● National and provincial-level partners meetings – Quarterly

● COP-Home Office Support Team Weekly Skype – Weekly

● COP-DCOP Programmatic and Technical Meeting – Weekly

● Jakarta Senior Management Meeting – Weekly

● Landscape-level Team Meetings – Biweekly

● Landscape-Technical Senior Management Meetings – Quarterly

● LESTARI landscape/province Work Plan Meetings – Annually

This Final Work Plan is closely integrated with LESTARI’s Activity Monitoring and Evaluation

Plan (AMEP), which is utilized to set work plan targets, and to monitor and evaluate LESTARI

activities outlined in this and subsequent work plans. The AMEP is a living document that

outlines Monitoring & Evaluation systems, protocols, and data collection methodologies. This

framework ensures continuous learning while improving coordination and collaboration to track,

evaluate, and articulate results and impacts. Meanwhile, the fully operational MIS ensures

efficient day-to-day monitoring and administration of landscape field activities.

PROJECT COORDINATION

GOI Coordination. LESTARI coordinates and works with GOI agencies at the national,

provincial, and district levels. At the national level, LESTARI coordinates regularly with the

Ministry of Environment and Forestry’s Director of Conservation Areas as the official

counterpart. This includes routine formal and informal coordination and communication. When

requested by USAID, LESTARI also coordinates and provides reports to BAPPENAS as well as

other Ministry of Environment and Forestry directorates through a dedicated partnerships

specialist. At the provincial level, formal partners are the provincial level Environment and

Forestry Agencies. Besides regular coordination with and reporting to these agencies, LESTARI

regularly coordinates and works with a wide range of GOI agencies at both the provincial and

district levels. LESTARI signed MOUs with the Governor of Papua and Aceh’s Environment and

Forestry Agency in Year 1 of the project.


In the final year, LESTARI will continue to hold a minimum of quarterly meetings with key GOI

counterparts in Jakarta and the field to ensure alignment of LESTARI activities with GOI

priorities, ensure full transparency of LESTARI programming, seek opportunities to amplify

LESTARI best practices beyond our landscapes, and conduct a smooth project close down and

hand over.

Under USAID leadership, LESTARI will also organize and facilitate regular Tim Teknis meetings

with Ministry of Environment and Forestry, BAPPENAS, Ministry of Finance, and other GOI

agencies to be determined by USAID. LESTARI project and technical documents and meeting

agendas will be distributed and discussed with participants well ahead of all meetings. LESTARI

will facilitate presentations from landscape partners to build awareness of field-level impact.

With USAID, LESTARI will facilitate field trips for Tim Teknis members at least once in the final

year.

USAID & USG Coordination. In order to amplify the impact of USG – and especially USAID –

investments for biodiversity conservation and sustainable landscapes in Indonesia, LESTARI

strives to be an open and active partner. Regular coordination with USAID includes weekly

meetings between the USAID COR and the COP. Frequently, these meetings also include other

senior technical and operational staff, notably the DCOP, Operations Manager, and Technical

Theme leaders, as well as LESTARI sub-contractor and grantee partners. Further, LESTARI

arranges and hosts field visits for USAID so the COR and other USAID/US Embassy officials

generate a better understanding of the project’s work at the landscape level. LESTARI also

strives to build and implement effective coordination with other USAID/USG projects/agencies

such as USAID BIJAK, USAID SCAA, and USFS.

Donor Coordination. In coordination with our USAID COR, LESTARI maintains and will

deepen coordination ongoing relationships with diplomatic and donor initiatives as well as their

implementing partners. At the national level, this involves participating in, and often hosting,

Donor Working Groups on Climate Change Aceh and Papua. It also includes regular

coordination with UKCCU, GGGI, Norway’s REDD+ Partnership Program, World Bank and ADB

FIPs, EU and KfW. In Aceh, LESTARI coordinates closely with GIZ on various KfW initiatives,

as well as EU implementing partners for their work.

COMMUNICATIONS

The LESTARI Communications team produces and strategically disseminates communication

products in coordination with the LESTARI technical team. This is aimed at awareness-raising

and advocacy purposes, as well as sharing project impacts and achievements. All LESTARI

project documents, technical assessments, and communications materials are produced in

compliance with the approved LESTARI Integrated Communications Strategy and USAID

branding and marking guidelines as outlined in ADS 320.

In the final year, communications-related work will be treated in aggregate with knowledge

management, as the project will focus less on generating new communications products and

raising awareness, and more on sharing knowledge and best practices from LESTARI’s

experience at the landscape level with a broad range of stakeholders (GOI, civil society, NGOs,

academia, private sector, individuals). This will further build ownership by partners of LESTARI’s

results and outcomes, and help them to sustain these approaches in a more self-reliant manner

moving forward. Please see the Knowledge Management and National-level Linkages section

for details.


APPENDIX 1: PERFORMANCE INDICATORS

INDICATOR LOP TARGET

Y1-Y4 ACHIEVEMENT

(may be adjusted after Y4 results finalized)

TOTAL Y5

TARGET

EXPECTED Y1-Y5

ACHIEVEMENT VS LOP TARGET

LANDSCAPE Y5 TARGETS

1.

Percentage reduction in GHG emissions as a result of USG assistance measured using actual emissions compared to REL (OUTCOME/IMPACT) Note: for the purposes of FACTS reporting, quantity of GHG emissions will be reported in metric tons of CO2 equivalent

41% reduction N/A 15,398,074 tCO2-eq

100% of the total LOP emissions reduction

Leuser 743,320 tCO2-eq Katingan-Kahayan 8,783,560 tCO2-eq Lorentz Lowlands 1,642,750 tCO2-eq Mappi-Boven Digoel 3,667,250 tCO2-eq Sarmi 552,232 tCO2-eq Cyclops 8,962 tCO2-eq

2.

Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance (FACTS 4.8.1-26) (OUTCOME/IMPACT)

8.7 Million 6,378,000 2,069,848 97% of LOP target (100% of contractual target)

Leuser 6,095 Katingan-Kahayan 922,087 Lorentz Lowlands 651,543 Mappi-Boven Digoel 489,291 Sarmi 0 Cyclops 832

3. Percentage reduction in poaching in focus area (OUTCOME) 40% reduction 72% 40% 178%

Leuser 40% Katingan-Kahayan N/A Lorentz Lowlands 40% Mappi-Boven Digoel N/A Sarmi N/A Cyclops 40%

4.

Number of public policies introduced, adopted, repealed, changed or implemented consistent with citizen input (FACTS 2.4.1-12/OUTCOME)

28 policies 27 7 121%

Leuser 1 Katingan-Kahayan 1 Lorentz Lowlands 3 Mappi-Boven Digoel 2 Sarmi 0 Cyclops 0

5. 1 4 63% Leuser 1


Number of sub-national government with improved licensing and permitting mechanism (OUTCOME)

8 sub-national governments

Katingan-Kahayan N/A Lorentz Lowlands 1 Mappi-Boven Digoel 2 Sarmi 0 Cyclops 0

6.

Number of SEA/LCP recommendations related with land use, spatial plan, forest management, and biodiversity conservation incorporated into subnational government policy, planning and program (OUTCOME)

6 SEA/LCP recommendations

13 1 233%


7.

Number of Multi Stakeholder Initiatives (MSIs) or civil society advocacy initiatives which formulate and deliver policy-relevant inputs on sustainable forest and land management to decision makers (OUTCOME)

20 MSIs 32 4 180%


8. Number of champions engaged in advocacy interventions (OUTPUT)

500 landscape champions

559 45 121%


9.

Number of people reached by LESTARI communication programs to improve awareness and understanding of LEDS and biodiversity conservation (OUTPUT)

500,000 people 520,613 100 104%


10. 6 CAs 4 2 100% Leuser 1 Katingan-Kahayan 0


Number of Conservation Areas (CAs) with at least 70 point in METT scores across LESTARI landscapes (OUTCOME)

Lorentz Lowlands 1 Mappi-Boven Digoel N/A Sarmi N/A Cyclops 0

11. Number of Forest Management Unit (FMU) strengthened as a result of USG assistance 7 FMUs 8 12 286%

Leuser 0 Katingan-Kahayan 10 Lorentz Lowlands 1 Mappi-Boven Digoel 1 Sarmi N/A Cyclops N/A

12.

Number of people receiving USG supported training in natural resources management and/or biodiversity conservation (FACTS 4.8.1-27/OUTPUT)

10,000 people 10,894 745 116%


13. Amount of investment mobilized (in USD) for climate change as supported by USG assistance (FACTS 4.8.2-10/OUTPUT)

20,000,000 22,032,650 14,481,621 183%

Leuser 4,131,621 Katingan-Kahayan 8,000,000 Lorentz Lowlands 1,900,000 Mappi-Boven Digoel 0 Sarmi 0 Cyclops 450,000

14. Number of people receiving livelihood co-benefits (monetary or non-monetary) (OUTCOME)

30,000 people 37,919 1,950 133%


15.

Number of private sector firms that have improved management practices as a result of USG assistance (FACTS 4.6.2-9/OUTCOME)

10 private sector firms 10 3 130%

Leuser N/A Katingan-Kahayan 2 Lorentz Lowlands 1


Mappi-Boven Digoel N/A Sarmi 0 Cyclops N/A

16. Number of new USG-supported public-private partnerships (PPPs) formed (FACTS PPP 5) (OUTPUT)

20 PPPs 22 2 120%


Note: Please refer to the LESTARI Activity Monitoring and Evaluation Plan (AMEP) for details on indicators, targets, and assessment methodology.


APPENDIX 2: RESULTS FRAMEWORK


APPENDIX 3: LANDSCAPE SITUATION MODELS


APPENDIX 4: MAP OF TECHNICAL COMPONENTS AND TASKS TO STRATEGIC APPROACHES

LESTARI Strategic Approaches

Tasks included in Strategic Approaches (RFP Technical Components: 1. Land Use Governance; 2. CAs & Species; 3.

Private Sector; 4. Constituencies) Technical Component

Awareness and Advocacy

C1.1. Increasing government level awareness, appreciation, and advocacy to ensure that

government decision-makers embrace a conservation and sustainable use vision for land use

planning.

1, 4

C4.1. Improve local level awareness, appreciation, and advocacy. Improve key stakeholders’

awareness, appreciation and advocacy for healthy ecosystems, leveraging increased availability

of mobile and internet based technology.

C4.2. Empower media coverage of environmental issues. Strengthen the ability of media and

citizen journalists to monitor, document, and publicize the positive and negative consequences

of land use decisions, including those made by private sector actors in the landscapes.

Sustainable Forest and Land Use Governance

C1.2. Operationalizing Strategic Environmental Assessments (SEAs) and Landscape

Conservation Plans (LCPs) developed by USAID IFACS within land use plans. 1,4

C1.3. Improving licensing and permitting processes so they are public and accessible, subject to

public oversight, compliant with laws and regulations, and violations are enforced.

1,4 C1.4. Monitoring and enforcing land use, including increasing district government prosecution

and adjudication capacity, building on USAID C4J activities, and capacity to use remote sensing

and other geospatial tools, building on the spatial data infrastructure units established previously

by USAID IFACS.


C4.3. Strengthen citizen based mechanisms for public input on land use. Building on the multi-

stakeholder forums established under USAID IFACS, support citizen-based mechanisms for

public input and monitoring of land use decisions by key groups, especially local communities,

indigenous groups, and women. This task is closely aligned with the Component 1 task to

encourage districts to solicit and adopt input from citizen based mechanisms.

C1.6. Increasing district governments’ willingness to adopt input from citizen-based

mechanisms. This is connected to the work with multi-stakeholder forums under Component 4.

Improved Forest Management Through Co-Management and FMU Strengthening

C2.3 Improve co-management adjacent to Conservation Areas by building staff knowledge and

implementation of improved collaborative management strategies with adjacent districts and

local communities. This task is closely linked to Component 4’s collaborative management task.

2

C3.2. Pilot innovative financing for critical areas. Mobilize financing opportunities, including

payments for ecosystem services, to incentivize sustainable enterprises that meet required

criteria for environment and social soundness.

C4.4. Improve co-management adjacent to critical areas. Provide technical assistance to

establish co-management arrangements between communities living in and near critical areas

and the appropriate government entities. Includes defining acquiring clear tenure. Closely linked

to LESTARI 2. SEAS. See IUCN definition of "co-management."

Protected Area Management

C2.1. Improve Conservation Area management by determining priority needs and actions for

addressing threats specific to each CAs and the species they harbor in consultation with key

stakeholders. Once these have been identified, support the implementation of priority actions to

address threats and strengthen the protection and/or management of CA and the species they

harbor. These may include management planning; improving data, monitoring and information

systems; increasing the use of technology to monitor and enforce wildlife encroachment and

poaching; enhancing patrols; improving public relations with districts and communities inside or

adjacent to CAs; and other capacity building.

2


C2.2. Pilot innovative financing for Conservation Area by identifying and trailing CA sustainable

financing and revenue-generating strategies.

C1.7. Enhance national level policy coordination Component 2.

Green Enterprises

C3.1. Develop public private partnerships for green enterprises. This includes reviewing existing

or conducting new market and feasibility studies to explore the potential for ecotourism and

other environment-friendly sustainable enterprises that will directly benefit conservation and

local communities living within and adjacent to high conservation area forests. Equality

important is cultivating relationships with key private sector actors in the project’s landscapes to

identify sources of co-investment in the above conservation efforts. Finally, the Contractor

should develop and pilot sustainable business models that can have broad impacts, including

outside the specified landscapes, and disseminate the results of pilots.

3

C4.5. Improved sustainable livelihoods and alternative livelihoods for communities adjacent to

critical areas. Provide technical assistance to communities living in or near critical areas to

improve sustainable natural resources management practices, including those that might lead to

eventual third party certification, that enhance productivity and income or adopt locally

appropriate alternative livelihoods or green enterprises in order to reduce encroachment.

Communities receiving livelihood support must acknowledge and agree to reduce encroachment

through formal agreements such as the Community Conservation and Livelihoods Agreements

(CCLAs) developed under the USAID IFACS project.

Private Sector BMP C3.3. Industry certification, best management practices (BMPs) and Conservation Management

and Mitigation Plans (CMMPs). Support private sector-led efforts to make explicit commitments

towards zero deforestation and conservation of HCV and other critical areas including support

for third party certification, implementation of BMPs and CMMPs.

3

Innovative Financing for Sustainable Land and Forest Management

C1.5.Enhance district readiness to access financing (DAK, REDD+, etc.) by building necessary

capacity, supporting MRV systems, and informing policies, rules, and systems for the equitable

distribution of funds generated from payments for carbon or other ecosystem services.

3


APPENDIX 5: LESTARI TEAM

PARTNER ROLE

Tetra Tech ARD ● Overall technical and administrative project management ● Lead donor and government coordination, communication, and local

capacity development activities ● Monitoring, evaluation, and learning

Winrock International ● Gather data, engaged stakeholders, build, and support

implementation of the Sustainability Screening Tool for improved provincial and district-level natural resource licensing and permitting

● Provide Private Sector Engagement Coordinator

Michigan State University ● Establish university linkages with UNPAR, MU, and IPB to build

capacity, develop curricula, create distance-learning toolkits, and implement a university-based service-learning program

WWF-Indonesia

● Manage Lorentz Lowlands, Mappi-Bouven Digoel, Cyclops, and Sarmi Landscape activities

● Improve management effectiveness of national parks, support multi-stakeholder engagement in human-wildlife conflict mitigation, improve biodiversity conservation through SMART Patrols; innovative financing for conservation

Wildlife Conservation Society

● Improve management effectiveness of Leuser National Park and Singkil Wildlife Reserve

● Improve biodiversity conservation through SMART patrols, Wildlife Response Unit, and Wildlife Crime Unit

● Leverage financial resources to improve CA management

FIELD ● Facilitate communities in developing and implementing co-management agreements in Aceh and Central Kalimantan

Yayasan Sahabat Cipta (Swiss Contact-Indonesia)

● Support livelihood expansion and co-management in Aceh ● Develop and implement PPPs for improved sustainable livelihoods

PT South Pole Indonesia ● Identify and secure innovative financing opportunities for landscape-

level conservation ● Support implementation of PES schemes in the landscapes

Blue Forests ● Support mangrove co-management activities in Lorentz Lowlands ● Leverage financial resources to improve CA management

INFIS-Mongabay Indonesia

● Produce and disseminate awareness-raising communications products covering forestry and biodiversity conservation issues within LESTARI landscapes

● Design and implement media advocacy and media capacity building initiatives

● Support the building of long-term constituencies for conservation

Lembaga Wali Amanat (LWA) & Tropical Forest Foundation (TFF)

● Conduct Reduced Impact Logging (RIL-C) training for timber concession partners in Katingan-Kahayan and Sarmi Landscapes


APPENDIX 6: PROJECT STAFFING CHART The project staffing chart below is current as of September 2019. It will be systematically scaled back throughout the year as the project enters the closeout phase and staffing numbers are reduced accordingly.

Jakarta30 September 2019

Chief of PartyReed Merrill(Tetra Tech)

• Technical Writer & Capacity Building Specialist

Ufroz Ayyub

• Project Communication Specialist

Ni Made Chitra Anggraini

(Tetra Tech)

• Landscape Papua

• Component 2

• Component 3

Deputy Chief of PartyNeville Kemp(Tetra Tech)

• FPIC Specialist Emilianus Ola Kleden

• Papua Advocacy Specialist Lyndon Pangkali

• SEA Specialist for Spatial Planning Review-Papua

Sri Handayani

(Tetra Tech-STTA)

• Landscape Papua

• Component 2

• Component 3


• FPIC Specialist Emilianus Ola Kleden

• Papua Advocacy Specialist Lyndon Pangkali

• SEA Specialist for Spatial Planning Review-Papua

Sri Handayani

(Tetra Tech-STTA)

• Budget Advocacy Specialist

Hadi Prayitno

• Budget Analysis Specialist Ahmad Taufik

(Tetra Tech-STTA)

• Landscape Aceh

• Landscape Central Kalimantan

• Component 1

Deputy Chief of PartyErlinda Ekaputri

(Tetra Tech)

• M & E Specialist Uji Paskasari Panjaitan

• Landscape M & E Specialist (3)

• MIS Admin & Data Entry

Rahmawati Abdillah (Intern)

(Tetra Tech)

Monitoring, Evaluation &

Learning CoordinatorRachman Pasha

(Tetra Tech)





(Tetra Tech)



(Tetra Tech)

• Budget Advocacy Specialist

Hadi Prayitno

• Budget Analysis Specialist Ahmad Taufik

(Tetra Tech-STTA)

• Landscape Aceh

• Landscape Central Kalimantan

• Component 1


(Tetra Tech)





(Tetra Tech)



(Tetra Tech)

Component 1

Sustainable Land Use Development &

Stakeholder Specialist

Thomas AW Rinuwat

(Winrock)

Component 1

Sustainable Land Use Development &

Stakeholder Specialist

Thomas AW Rinuwat

(Winrock)

Biodiversity Conservation CoordinatorSih Yuniati(Tetra Tech)

Component 2


Component 2

• Biodiversity & Conservation Area Management Specialist

Munawar Kholis

• Co-Management & FMU Specialist

Nurka Cahyaningsih

• Sustainable Forest Management Specialist

Sudarwan (STTA)

(Tetra Tech)

Conservation Spatial Planning & GIS

SpecialistEka Rianta S(Tetra Tech)

Landcover Mapping Specialist

Yuli Nugroho(Tetra Tech-STTA)






Component 2

• Biodiversity & Conservation Area Management Specialist

Munawar Kholis

• Co-Management & FMU Specialist

Nurka Cahyaningsih

• Sustainable Forest Management Specialist

Sudarwan (STTA)

(Tetra Tech)





• Forestry Private Sector Engagement Advisor

Nana Suparna (Tetra Tech- STTA)• Assistant Sustainability

Specialist Faisal Renaldi (Winrock)• Green Enterprise

Development Specialist Kusdijono

(Tetra Tech)• Public Private

Partnership Specialist A.A. Gde Iswara Amithaba (Winrock)• Forestry Business

Development Specialist Widya Wicaksana (Tetra Tech-STTA)• Ecotourism Specialist Rifki Sungkar (Tetra Tech-STTA)

Private Sector Engagement Coordinator

Indira Nurtanti(Winrock)

Component 3



Component 3

• Forestry Private Sector Engagement Advisor

Nana Suparna (Tetra Tech- STTA)• Assistant Sustainability

Specialist Faisal Renaldi (Winrock)• Green Enterprise

Development Specialist Kusdijono

(Tetra Tech)• Public Private

Partnership Specialist A.A. Gde Iswara Amithaba (Winrock)• Forestry Business

Development Specialist Widya Wicaksana (Tetra Tech-STTA)• Ecotourism Specialist Rifki Sungkar (Tetra Tech-STTA)



Component 3


Operations ManagerKusno Dermawan

(Tetra Tech)

Jakarta

Leader Component 5


Leader Component 5


Grants CoordinatorKusno Dermawan

(Tetra Tech)

Grants Management Specialist Fransiska

Triwahyuni(Tetra Tech)

Grants Administrative Officer

Indah Wiranti(Tetra Tech)

Finance OfficerWahyu

Samudrastuti(Tetra Tech)

Finance Assistant

(1) Mawar Sri Bulan Dalimunthe

(2) Agus Salim Siregar

(Tetra Tech)

Finance OfficerWahyu

Samudrastuti(Tetra Tech)

Finance Assistant

(1) Mawar Sri Bulan Dalimunthe

(2) Agus Salim Siregar

(Tetra Tech)

Partner Coordination Specialist

Rahayu Ningsih(Tetra Tech)

Administrative Assistant

Nur Aisyah(Tetra Tech)

Administrative Assistant for Terresterial

Biodiversity ProgramZacky Irvan

(Tetra Tech-STAA)

Manggala



(Tetra Tech-STAA)

Manggala

Partner Coordination Specialist

Rahayu Ningsih(Tetra Tech)


Nur Aisyah(Tetra Tech)



(Tetra Tech-STAA)

Manggala

30 September 2019

Office Helper/GuardFauziah

(Tetra Tech-SA)

Manggala

Office Helper/GuardFauziah

(Tetra Tech-SA)

Manggala

Procurement OfficerMochamad Herry

Sunarjo(Tetra Tech)

Administrative/HR Officer

Rieri Rahmadifi(Tetra Tech)

Administrative & Logistic AssistantAgus Hardiono

(Tetra Tech)


Sri Agustiningsih(Tetra Tech)

IT SupportAndi Suhartono(Tetra Tech-SA)

Office HelperAchmad

(Consultant)

General Affair & HR Assistant

Rosalia Eko Titik Widyastuti

(Tetra Tech)

Office HelperAchmad

(Consultant)



(Tetra Tech)

Procurement OfficerMochamad Herry

Sunarjo(Tetra Tech)

Administrative/HR Officer

Rieri Rahmadifi(Tetra Tech)

Administrative & Logistic AssistantAgus Hardiono

(Tetra Tech)


Sri Agustiningsih(Tetra Tech)

IT SupportAndi Suhartono(Tetra Tech-SA)

Office HelperAchmad

(Consultant)



(Tetra Tech)



(Tetra Tech)


Landscape Governance

SpecialistRuhaya

(Tetra Tech)

Aceh

Field Facilitator• Afendi• Heriadi• Sukma Wiranda

Certification Coordinator

Reza Fahlevi

(YSC)

Landscape CoordinatorErwin KA Siregar

(Tetra Tech)

Landscape Leuser

Provincial Governance &

Advocacy SpecialistFadli Sy

(Tetra Tech)

Banda Aceh Gayo Lues

Landscape Finance & Grants Officer

Nabawi(Tetra Tech)

Report to Finance Officer, Jakarta


Nabawi(Tetra Tech)


Landscape Monitoring &

Evaluation SpecialistEha Julaeha(Tetra Tech)Report to MEL

Coordinator, Jakarta


Evaluation SpecialistEha Julaeha(Tetra Tech)Report to MEL


Co-management Officer

(1) Fakhrurradhi(2) Marzuki

(FIELD)

Aceh Selatan

Team LeaderTarmizi

Team Member(19)

(WCS)

Leuser National Park (Medan)


Dien Fitrianti Meutia(Tetra Tech)



Dien Fitrianti Meutia(Tetra Tech)


Landscape Administrative Officer

Saiful Istiqlal(Tetra Tech)

DriverHardiansyah

(Vehicle Lease)

Landscape Office Helper/Guard

Mustafa(Tetra Tech-SA)


Saiful Istiqlal(Tetra Tech)

DriverHardiansyah

(Vehicle Lease)


Mustafa(Tetra Tech-SA)

Landscape Stakeholder Engagement CoordinatorIdham Edo

(Tetra Tech)

Field FacilitatorSopian Efendi

(YSC)

Aceh Tenggara

Landscape Stakeholder Engagement CoordinatorIdham Edo

(Tetra Tech)

Field FacilitatorSopian Efendi

(YSC)

Aceh Tenggara

Landscape Administrative OfficerSuriaty Eliana Putri

(Tetra Tech)

• Driver: Hendro Saputro (Vehicle Lease)

• Landscape OH/Guard Morning: Hamdan (SA)

• Landscape OH/Guard Night: Kasim Abdullah (SA)

• Landscape OH/Guard: Harman Desa (SA)

(Tetra Tech)

Report to Landscape Coordinator

Landscape Administrative OfficerSuriaty Eliana Putri

(Tetra Tech)

• Driver: Hendro Saputro (Vehicle Lease)

• Landscape OH/Guard Morning: Hamdan (SA)

• Landscape OH/Guard Night: Kasim Abdullah (SA)

• Landscape OH/Guard: Harman Desa (SA)

(Tetra Tech)




Risma Hermayati(Tetra Tech)

• Driver: Ridwan (Vehicle Lease)

• Landscape Office Helper/Guard Morning: Nurra YP (SA)

• Landscape Office Helper/Guard Night:

Pitri Paldi (SA)

(Tetra Tech)



Risma Hermayati(Tetra Tech)

• Driver: Ridwan (Vehicle Lease)

• Landscape Office Helper/Guard Morning: Nurra YP (SA)

• Landscape Office Helper/Guard Night:

Pitri Paldi (SA)

(Tetra Tech)

30 September 2019

Aceh Sustainable Landscape Specialist

Suhada Arief(Tetra Tech)



Central Kalimantan

• Landscape Biodiversity Conservation Specialist

Ali Imron

• Landscape Governance Specialist

Lilik Sugiarti

• Landscape Advocacy Specialist

YB Anugerah WK Wardhana

• Landscape Spatial Planning & GIS Specialist

Yuniarto Nugroho

(Tetra Tech)

Report to MEL Coordinator, Jakarta


Evaluation SpecialistA. Prasetyo Ibnu. T

(Tetra Tech)Report to MEL



Evaluation SpecialistA. Prasetyo Ibnu. T

(Tetra Tech)

Landscape Katingan Kahayan

Palangka Raya University

Global Carbon Cycle & Climate Exchange

ExpertDave Skole

International Forest Economics &

Planning ExpertLarry Leefers

Social Forestry Expert

Jay Samek

University Consortium Coordinator

Eliana Hartaty

(MSU-STTA)

Palangka Raya University

Global Carbon Cycle & Climate Exchange

ExpertDave Skole

International Forest Economics &

Planning ExpertLarry Leefers

Social Forestry Expert

Jay Samek

University Consortium Coordinator

Eliana Hartaty

(MSU-STTA)

Landscape Stakeholder Engagement Coordinator

Yoesman Nurzaman Tanjung


Pusun(SA)

Report to Landscape Admin . Officer

(Tetra Tech)

Gunung Mas

Landscape Stakeholder Engagement Coordinator

Yoesman Nurzaman Tanjung


Pusun(SA)

Report to Landscape Admin . Officer

(Tetra Tech)

Gunung Mas Pulang Pisau

Landscape Stakeholder Engagement CoordinatorAmrin Fauzi

Pratama Lubis

Landscape Office Helper/Guard Sudarmono

(SA)Report to Landscape

Admin . Officer

(Tetra Tech)

Pulang Pisau

Landscape Stakeholder Engagement CoordinatorAmrin Fauzi

Pratama Lubis

Landscape Office Helper/Guard Sudarmono

(SA)Report to Landscape

Admin . Officer

(Tetra Tech)

Landscape Finance & Grants OfficerNur Faidah(Tetra Tech)

Landscape Finance Assistant

Tawang Jati Prabowo

(Tetra Tech-SA)


Landscape Finance & Grants OfficerNur Faidah(Tetra Tech)

Landscape Finance Assistant

Tawang Jati Prabowo

(Tetra Tech-SA)


Landscape Administrative OfficerMarhuarar Bertha Luisye

(Tetra Tech)

Landscape Administrative Assistant: Trianovy (SA)

Driver: (1) Ahmad (2) Akhmad Arief(Vehicle Lease)

Landscape Office Helper/Guard: (1) M. Puspa Dewi (Morning)(2) Prawoto (Night)(3) Eddy Siswara (Bappeda)(SA)

(Tetra Tech)

Landscape Administrative OfficerMarhuarar Bertha Luisye

(Tetra Tech)

Landscape Administrative Assistant: Trianovy (SA)

Driver: (1) Ahmad (2) Akhmad Arief(Vehicle Lease)

Landscape Office Helper/Guard: (1) M. Puspa Dewi (Morning)(2) Prawoto (Night)(3) Eddy Siswara (Bappeda)(SA)

(Tetra Tech)


(Tetra Tech)

Landscape CoordinatorRosenda Chandra Kasih

(WWF)


• Sustainable Livelihoods Development Officer Dadang Riansyah

• Socio Economic Development Coordinator

Didiek Surjanto

• Policy & Technical Support Coordinator Fatkhurohman

• Asset and Procurement Ramos Lambonardo

• Teller: Yoanus Avino

• Security Muhammad Taufik

• Driver: Zainal Misra

(WWF)


• Sustainable Livelihoods Development Officer Dadang Riansyah

• Socio Economic Development Coordinator

Didiek Surjanto

• Policy & Technical Support Coordinator Fatkhurohman

• Asset and Procurement Ramos Lambonardo

• Teller: Yoanus Avino

• Security Muhammad Taufik

• Driver: Zainal Misra

(WWF)

30 September 2019




Papua Provincial Advisor Benja V. Mambai

(WWF)

Provincial Governance Specialist

Evie Adipati(Tetra Tech)

Papua

Provincial Communication Coordinator

Igor Rangga(WWF)

GIS OfficerFajar Ramadhana

(WWF)

Landscape Monitoring & Evaluation Specialist

Reyki Gantare(Tetra Tech)

Report to MEL Coordina tor, Jakarta

Landscape Monitoring & Evaluation Specialist

Reyki Gantare(Tetra Tech)

Report to MEL Coordina tor, Jakarta

Sentani

Papua Provincial Coordinator

Paschalina Rahawarin(WWF)

Sentani

Papua Provincial Coordinator

Paschalina Rahawarin(WWF)

• Secretary & Project Administration

Tuning Dwihanti

• Driver/GSO Yeheskiel Hindom

(WWF)

HR Regional CoordinatorErita Nurdiani

(WWF)

• Secretary & Project Administration

Tuning Dwihanti

• Driver/GSO Yeheskiel Hindom

(WWF)

HR Regional CoordinatorErita Nurdiani

(WWF)

Finance Regional Coordinator

Denny Sagai (WWF)

Finance OfficerFoni Tungga

(WWF)

Finance Regional Coordinator

Denny Sagai (WWF)

Finance OfficerFoni Tungga

(WWF)


Marychiemi Elisabeth Simamora

(Tetra Tech)

• Landscape Administrative

Assistant Abraham Pieter Rando (SA)• Driver Iwan Sukanto (Vehicle Lease)• Landscape Office

Helper/Guard Morning Sudiro (SA)• Landscape Office

Helper/Guard Night Yeremias Dewa (SA)

(Tetra Tech)


Marychiemi Elisabeth Simamora

(Tetra Tech)

• Landscape Administrative

Assistant Abraham Pieter Rando (SA)• Driver Iwan Sukanto (Vehicle Lease)• Landscape Office

Helper/Guard Morning Sudiro (SA)• Landscape Office

Helper/Guard Night Yeremias Dewa (SA)

(Tetra Tech)

• Landscape Green Enterprise Development Specialist

Yohanes Dwi Handoko (Tetra Tech)

• Park Management Officer

Tiffany J. Mnumumes (WWF)

Landscape Cyclops

Field CoordinatorDedy R. Luanmasar

(WWF)

Landscape Cyclops


(WWF)

• Landscape Green Enterprise Development Specialist

Yohanes Dwi Handoko (Tetra Tech)

• Park Management Officer

Tiffany J. Mnumumes (WWF)

Landscape Cyclops


(WWF)

30 September 2019





(WWF)

Papua Provincial CoordinatorPaschalina Rahawarin

(WWF)

Mimika

• Landscape Spatial Planning & GIS Specialist

Andina Anastasia Krey

• Landscape Communication & Advocacy Specialist

Rini Sulistyawati

(Tetra Tech)

Asmat

Papua

Driver/GSOTBD

(WWF)

Finance & Admin. OfficerEni Wahyuni

(WWF)

• Park Management Assistant: Kristin Mandenas (STTA)

• Park Community Organizer: Simon Perez

(WWF)

Park Management Coordinator

Theodora Resubun(WWF)

Driver/GSOTBD

(WWF)

Finance & Admin. OfficerEni Wahyuni

(WWF)

• Park Management Assistant: Kristin Mandenas (STTA)

• Park Community Organizer: Simon Perez

(WWF)

Park Management Coordinator

Theodora Resubun(WWF)

• Driver Miky Van Basten Pakasi (Vehicle Lease)• Landscape Office

Helper/Guard Morning Jeddy Hamadi (SA)

• Landscape Office Helper/Guard Night Paskalis Jufen Welerubun (SA)

• Generator Specialist Roberth Membri (SA)

(Tetra Tech)



Elizabeth Sitaniapessy(Tetra Tech)

Landscape Administrative

AssistantIvana Sisca Ngangi

(Blue Forest)

• Driver Miky Van Basten Pakasi (Vehicle Lease)• Landscape Office

Helper/Guard Morning Jeddy Hamadi (SA)

• Landscape Office Helper/Guard Night Paskalis Jufen Welerubun (SA)

• Generator Specialist Roberth Membri (SA)

(Tetra Tech)



Elizabeth Sitaniapessy(Tetra Tech)

Landscape Administrative

AssistantIvana Sisca Ngangi

(Blue Forest)

Project CoordinatorRio Ahmad

(Blue Forest)

Mangrove Co-Management Coordinator

Ahmad Taufik

Mangrove Co-Management Officer:

(1) Andreas Metubun(2) Masnah Waris

(3) Mayang Sari Takdir

Field FacilitatorSamuel Apoka

Report to Mangrove Co-Management Coord inator

(Blue Forest)

Project CoordinatorRio Ahmad

(Blue Forest)

Mangrove Co-Management Coordinator

Ahmad Taufik

Mangrove Co-Management Officer:

(1) Andreas Metubun(2) Masnah Waris

(3) Mayang Sari Takdir

Field FacilitatorSamuel Apoka


(Blue Forest)

Landscape Lorentz Lowlands

Landscape CoordinatorDendy Sofyandy

(Tetra Tech)

Landscape Lorentz Lowlands

Landscape CoordinatorDendy Sofyandy

(Tetra Tech)

District CoordinatorJackson Umbora

(WWF)

GIS Coordinator Didin Hadiansyah

Forest Officer Nixon Dasem

(WWF)

Finance & Admin. Officer

Deassy Worone(WWF)

• Boat Driver/GSO Jefri Runggeary

• Office Helper Maxi Biko

(WWF)


Deassy Worone(WWF)



(WWF)

District CoordinatorJackson Umbora

(WWF)

GIS Coordinator Didin Hadiansyah

Forest Officer Nixon Dasem

(WWF)


Deassy Worone(WWF)



(WWF)

30 September 2019

Mangrove Co-Management CoordinatorWahyudin

Mangrove Co-Management Officer

(1) Andi Darmawansyah(2) Sendy de Soysa

Field FacilitatorAdonia Margaretha H


(Blue Forest)

Report to Pro ject Coordina tor

Mangrove Co-Management CoordinatorWahyudin

Mangrove Co-Management Officer

(1) Andi Darmawansyah(2) Sendy de Soysa

Field FacilitatorAdonia Margaretha H


(Blue Forest)

Report to Pro ject Coordina tor





(WWF)

Papua Provincial CoordinatorPaschalina Rahawarin

(WWF)

Mappi Boven Digoel

Papua

(WWF) (WWF)

Landscape Mappi – Boven DigoelLandscape Coordinator

Bernadus Tethool(WWF)

Landscape Mappi – Boven DigoelLandscape Coordinator

Bernadus Tethool(WWF)

District CoordinatorLeo Yambise

GIS OfficerHaditya Pradana

Sustainable Development Officer

Prasetyo

Driver/GSOPaulus Joanes

Jamlean

Finance & Admin. OfficerTBD

Driver/GSOPaulus Joanes

Jamlean

Finance & Admin. OfficerTBD

District CoordinatorRintho Maturbongs

Sustainable Development OfficerRaimer Helweldery

Landscape Governance

Specialist TBD

(Tetra)

Driver Speedboat/Guard

Simon Womu

Office BoyKamilus Battang


Angel Omega Tangkudung

Driver Speedboat/Guard

Simon Womu

Office BoyKamilus Battang


Angel Omega Tangkudung

30 September 2019

USAID LESTARI Wisma GKBI, 12th Floor, #1210

Jl. Jend. Sudirman No. 28, Jakarta 10210, Indonesia

Phone: +62-21 574 0565 Fax: +62-21 574 0566

Email: [email protected] Website: www.Lestari-Indonesia.org

USAID LESTARI Final Work Plan · 2019-11-20 · USAID LESTARI Final Work Plan: October 2019 –...

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